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dc.contributor.author
Georgiou, Aikaterini
en
dc.date.accessioned
2015-06-29T16:14:50Z
dc.date.available
2015-09-27T06:04:59Z
dc.date.issued
2015-06-29
dc.identifier.uri
https://repository.ihu.edu.gr//xmlui/handle/11544/588
dc.rights
Default License
dc.title
Personnel Management vs. Human Resource Management
en
heal.type
masterThesis
heal.secondaryTitle
Evidence from Hellas
en
heal.keywordURI.LCSH
Human Resource Management
heal.keywordURI.LCSH
Personnel Management
heal.keywordURI.LCSH
Human Resources
heal.keywordURI.LCSH
People Management
heal.keywordURI.LCSH
Hellas
heal.language
en
heal.access
free
el
heal.license
http://creativecommons.org/licenses/by-nc-sa/4.0/
heal.recordProvider
School of Economics, Business Administration and Legal Studies, MSc in Management
heal.publicationDate
2014-09
heal.bibliographicCitation
Georgiou, Aikaterini (2014). Personnel Management vs. Human Resource Management: Evidence from Hellas, Matser's Dissertation, International Hellenic University.
en
heal.abstract
This dissertation was written as part of the MSc in Management at the International Hellenic University. It has been argued over decades now that Human Resource (HR) philosophy needs to change and set a new mission. Upgrade itself by adding to its established administrative functions, a strategic sense is what next generation-theories seem to favour. In other words, the transition of the traditional Personnel Management (PM) practices to the modern concept of Human Resource Management (HRM) seems inevitable considering today’s challenges. During this thesis a comparison of PM and HRM will be presented, stressing the debate over the “rhetoric” of HR academics and the “reality” in the organizations by focusing on the Hellenic HR departments. The key-reference points that are used as differentiators in the examined terminology are focused on the strategic nature of HRM and its influence on managing people so as to attain competitive advantage. Opposing to many scholars’ perceptions, it will be stressed that the revolutionary term HRM brings indeed something new to the table and that is focused on the view to establish integration between “man and organization”, “man and task” and “man and man” (Tapomoy, 2006). The research methodology involves the interview technique. The results of the implemented research reveal that the Hellenic HR departments tend to focus on the PM policies and final recommendations are made so as to improve people management’s functions.
en
heal.tableOfContents
ABSTRACT .................................................................................................................................. iii
ACKNOWLEDGMENTS ............................................................................................................... iv
CHAPTER 1: INTRODUCTION ..................................................................................................... 1
CHAPTER 2: LITERATURE REVIEW .............................................................................................. 5
2.1 Defining PM & HRM......................................................................................................... 5
2.2 The historical flashback ................................................................................................... 8
2.2.1 The genesis of PM ..................................................................................................... 8
2.2.2 The development of HRM ...................................................................................... 11
2.3 HRM’s theory in details ................................................................................................. 13
2.4 HRM vs. PM: evolution towards stagnation .................................................................. 15
2.4.1 Similarities on HRM and PM concepts ................................................................... 15
2.4.2 Differences among HRM and PM concepts ............................................................ 16
CHAPTER 3: RESEARCH METHODOLOGY ................................................................................. 25
3.1 The qualitative approach versus the quantitative one ................................................. 25
3.2 The researcher’s choice: Interviews for data collection ............................................... 26
3.3 Ethical Considerations ................................................................................................... 27
CHAPTER 4: DATA ANALYSIS & DISCUSSION ........................................................................... 28
4.1 The strategic nature of HR departments ....................................................................... 28
4.2 The organization of the HR departments’ functions ..................................................... 30
4.3 The employment relationships’ perspective ................................................................. 32
4.4 Results’ correlation with the original hypotheses ......................................................... 35
CHAPTER 5: CONCLUSION ....................................................................................................... 37
5.1 Recommendations ......................................................................................................... 38
5.2 Limitations and future avenues for investigation ......................................................... 39
REFERENCES ............................................................................................................................ 41
APPENDIX ................................................................................................................................ 51
en
heal.advisorName
Prof. Vakola, Maria
en
heal.committeeMemberName
Prof. Vakola, Maria
en
heal.committeeMemberName
Nikolaou, Prof. Ioannis
en
heal.committeeMemberName
Kyrgidou, Lida
en
heal.academicPublisher
School Of Economics & Bussiness Administration ,M. Sc. In Management
en
heal.academicPublisherID
ihu
heal.numberOfPages
77
heal.fullTextAvailability
true
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