Step 1.3: History and development of HR (Global Journal of Human Resource Management)

step 1.3

Tue, 10 Feb 2026 12:24:51 GMT

by Sciarna Smith.

Personnel Management (PM), Human Resource Management (HRM), and Strategic Human Resource Management (SHRM) mainly differ in focus. PM is centred on administrative tasks like payroll and record keeping. HRM expands this to include employee development and workplace culture, while SHRM links people management directly to long-term organisational strategy.

2. The journal shows how personnel management has evolved from a mainly clerical function into a strategic role. Modern HR focuses more on engagement and development, recognising that people are central to organisational success.

3. I see this shift in organisations within the education and youth sector. Roles that once focused only on administration now include staff training and workforce planning, showing that HR is more involved in strategic decisions.

Re: Step 1.3

Fri, 06 Feb 2026 12:56:47 GMT

by Helen Evans.

Thanks for laying this out so clearly Mel, you’ve done a great job explaining the differences between Personnel Management, HRM and SHRM in a way that feels really practical. This is a really relatable explanation of how HR has evolved and how those changes show up in everyday workplace practices

Step 1.3

Sun, 01 Feb 2026 16:37:11 GMT

by Mel Gaina.

Personnel Management (PM) is primarily concerned with administrative and clerical tasks, such as payroll, contracts, record keeping and compliance. Human Resource Management (HRM) moves beyond administration by focusing on employee development, performance, motivation and engagement. Strategic Human Resource Management (SHRM) extends this further by aligning HR practices with long-term organisational strategy, treating employees as a key resource for achieving competitive advantage.
When reading the academic journal, I found the shift from Personnel Management to a more strategic HR function both logical and relevant. While administrative tasks remain essential, the evolution highlights a growing recognition that people contribute directly to organisational performance. The move towards HRM and SHRM reflects the need for organisations to manage employees more proactively, rather than simply administering policies and procedures.
This evolution is evident in organisations I am familiar with in warehouse and operations environments. While traditional personnel tasks such as payroll, attendance monitoring and compliance checks remain essential, HR has increasingly supported training programmes, performance targets and health and safety initiatives. For example, structured induction training and regular safety briefings are used to improve efficiency and reduce workplace incidents, demonstrating a shift towards a more strategic HR role.