Numerous literature on human resource management (HRM) suggests that smiliarities exists between both theories and practices in personnel management and HRM, but there is a substantial difference between HRM and personnel management. A number of authors elaborate on the difficulties of distinguishing clearly between HRM and personnel management, and stick to the fact that the most obvious change is a re-labelling process (Legge 1989:20). There is some sort of agreement that a change of label is obvious, though strictly one cannot be sure that the content actually differs to a great extent (Torrington 1989:64). Well as it is noted and experienced globally, the new terminology may at least rid personnel management from its unfavourable welfare image and other pessimistic connotations (Sisson 1990: 1).
In this essay, much consideration will be on the differences between personnel and HRM regarding their theoretical approaches as well as their practical implementations.
HRM vs PERSON
Some commentators (Hope-Hailey et al, 1998; Storey, 1993; Legge, 1989, 1995) have brought to the light the revolutionary narture of HRM. Others have denied that there is any sort of significance with regards to the difference in the concepts of personnel management and HRM. Torringtion (1989) put forward that: ‘ Personnel management has grown through