... least rid personnel management from its unfavourable welfare image and other "negative connotations" (Sisson 1990: 1) and thus, save the ailing function of managing personnel from marginalisation.1 Accordingly, some HR academics maintain that new labels on old bottles may have their uses, even if it is only for marketing purposes (Armstrong 1987: 35; Guest 1989: 48). Furthermore, a valuable contribution of HRM is to direct the attention to regarding people as the key resource of organisations and lending the management of personnel increased importance (Armstrong 1987: 31). In this essay, the similarities and differences between personnel and HR management are analysed with regard to their theoretical approaches as well as their practical implementation. Before sketching the similarities and differences in some detail, two different models of HRM, the 'soft' and the 'hard' approach, will be introduced. 1 Keenoy (1990: 8) stresses anot her aspect: he sees personnel management caught in ambiguity as it is torn by managing the tension between organisational demands and needs of employees. ...

See this essay or coursework document in full right now