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Personnel to HRM: key points In twenty-first century, link between HRM and business performance now a major concern although evidence weak Attention shifts to translating strategy into effective operations Focus on what takes place within organisations – the ‘black box’ and role of line managers in operationalising strategy Focus on how HR function contributes to adding value Unlocking Human Resource Management Chapter 1
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Personnel to HRM: key points
• In UK personnel originated with welfare role• Welfare Workers Association – forerunner of the
current CIPD – formed in 1924• Welfare role associated with low status and
influence – ‘Cinderella function’• Growth of large-scale organisation changed this
– need for ‘people professionals’ with specialist roles
• Tyson and Fell (1986) – clerical, negotiator, strategic actor
Unlocking Human Resource Management Chapter 1
Personnel to HRM: key points
• Professionalisation of personnel function – need for specific qualifications
• Post-1980 rise of Human Resource Management• Sophisticated HRM – strategic and business-
driven, integrated, owned by line managers• Business-driven agenda to fore; possible
neglect of ethical, employee-focused and welfare roles
Unlocking Human Resource Management Chapter 1
Personnel to HRM: key points
• In twenty-first century, link between HRM and business performance now a major concern although evidence weak
• Attention shifts to translating strategy into effective operations
• Focus on what takes place within organisations – the ‘black box’ and role of line managers in operationalising strategy
• Focus on how HR function contributes to adding value
Unlocking Human Resource Management Chapter 1
Personnel to HRM: key points
• Models for the HR function influenced by work of Dave Ulrich
- business partner- administrative expert- change agent- employee champion
• Much interest shown by organisations in HR involvement in business partnering but also in employee champion linked to employee engagement
Unlocking Human Resource Management Chapter 1
Learning summary
By the end of this chapter you should:• Understand the origins of personnel
management and how these have shaped the development of the profession
• Appreciate the tensions and ambiguities in the personnel/HR role
• Understand the essential features of HRM and its claim to distinctiveness
• Appreciate potential for HRM to raise the profile, influence and status of the function
Unlocking Human Resource Management Chapter 1
