History of Personnel Management

A group of people becomes an organization when they cooperate with each other to achieve common goals.
Communication among them is therefore important. But people have individual motivations, which often differ, from the corporate goals. An effective organization is one which succeeds in getting people to accept that cooperating to achieve organizational  goals also helps them to achieve their own goals provided they are adequately rewarded through extrinsic and intrinsic rewards. This is achieved primarily through leadership and motivation. 

Employers therefore increasingly view human resource management from a strategic perspective, and as an
appropriate means through which the chasm between organizational and individual goals can be narrowed. As it has been aptly observed: 
"Part of the problem is that we have split off human resource management from the general management
problem, as if there were some other kind of management other than human resource management. As long as organizations are based upon the coordinated action of two or more people, management is by definition human resource management.
Despite the proliferation of writings and studies on HRM, there is a wide gap between the rhetoric and the
reality, though the gap has been narrowing in the 1990s. There is as yet inadequate research to ascertain the
extent to which practice matches corporate policy statements, and the impact of HRM policies and practices on employee behavior and morale. To have a major impact on enterprises, HRM has to be diffused across an economy, rather than remain islands of excellence. Nevertheless, promoting excellent models of HRM
stimulates interest in better people management.