Human Resource Management The focus of human resource management (HRM) is to manage people within the employer-employee relationship (Stone, 1995). However, such a broad definition is unable to distinguish HRM from its' predecessor' - Personnel Management. Some say that HRM "involves the productive utilisation of people" (Stone, 1995: p. 4), and is therefore more proactive than Personnel Management (Harrison, 1993: p.32). Others say that HRM is unique in that it seeks to strategically integrate the human resource (HR) function …showed first 75 words of 3401 total…

…showed last 75 words of 3401 total…eve. HRM is much more than the achievement of success through a chief executive with vision. The CEO of an organisation has "primary responsibility for insuring the corporation's short-and long-term profitability and growth" (Ginzberg and Vojta, 1985:p. 165). HRM is about coping with change, and places an emphasis on planning, monitoring and control (Armstrong, 1987: p. 35). It has also become the responsibility of all line managers (Ezzamel, 1996: p. 73). This is clearly beyond the role of the CEO.