Routine/Schedule based mechanistic jobs can be better maintained with traditional HRM practices

That's a good one, and question with increasing significance.

I guess strategies and ultimate goals of such a strategies are the same (with a small adjustments), but tactics and methods evolved in time and are way different (website, SM, social networks etc.)

SMEs, startups and huge corporations (Lufthansa, Lear etc.) do mostly use online recruiting platforms.

If you mean HRM functions from the term Traditional HRM practices such as job analysis, human resource planning, recruitment, selection, hiring, induction, training and development, performance evaluation etc, they are being used by all the types of organizations. Though they are traditional, they will have to be used by any organization irrespective of the type and size.

May you please define the traditional ones? If we speak just about practices they are still used by the companies but the way how they are used is different.

Traditional HRM focuses on personnel functions such as recruitment, performance appraisals, payroll administration, and the like, with some employee centric development initiatives such as training and development interventions, motivation initiatives, and others.

Hi Shoeb, the way you have defined, traditional HRM, I think these are essential people management practices and the most basic. It is when organizations and industries have matured to a point, where these processes are running smoothly, that they can move on to newer HR areas. An organization that has attained some size and stability, is able to use technology solutions for the more routine tasks. Hence their HR departments are able to focus on the larger and strategic issues.

I agree with Dr Brahma, and With reading a book " Alan Coppin" The Human Capital Imperative.

DOI: 10.1007 / 978-3-319-49121-9

Wow! I am a bit befuddled by the question. The role of Strategic Human Resource Management, by definition, is to assist an organization in the fulfillment in its mission by effectively creating organizational systems and practices that enhance the effectiveness of employees as they perform their work assignments.

Attached herewith is a paper that I co-authored that addresses that strategic role. Verl Anderson and I have also posted with academia.edu the fifteen chapters of a book we have just edited, Strategic Human Resource Management. That book may be worth your thoughtful examination as well.

Cam Caldwell

Public institutions such as public cooperations , local government structures such as Municipalities.

The question really, really needs to be refined, as many others have pointed out. It is, by way of analogy, like asking "Which manufacturing industries should use traditional manufacturing practices."

The answer is simultaneously "None of them" and "All of them". Certain bread and butter principles should be followed by virtually all of them, while all of them need to adapt--at least tweak--their game plan on a monthly, or even weekly basis.

Zero in. Slice the pie wafer thin. A better question would be something like:

"Which types of organizations might benefit from using traditional mailed-in paper resumes and cover letters for finding suitable job applicants?"

or:

"Which HRM practices must be adapted to help ease the transition of international applicants who are relocating to the US for the first time?"

I agree with Darrel Crossgrove and Mita Brahma's answer. Further, the name of HRM practices is same in modern and traditional HRM. The difference lies in how these are being practiced e.g. strategic HRM focuses on value addition through vertical, horizontal and external integration of various HRM practices, while in traditional HRM this link is missing.

I agree with JJyoti

Do you mean traditional HRM versus SHRM? If so, I would think that traditional HRM still applies to machine and professional types organizational structures (see Mintzberg's work on org structures). Yet, I believe SHRM can apply to any type of organization.

In most of the developing countries, I think traditional personnel management is practiced in organizations with the name of HRM, where HR practices are not linked with organizational strategies. In these organizations, people are considered like any typical resources ( raw materials, machine, building, etc. ) and not as a 'living, thinking, and feeling beings with unlimited potentialities. It was also evident long ago, see for example; Budhwar, P. S., & Debrah, Y. A. (Eds.). (2001). Human resource management in developing countries. London: Routledge.

I think traditional HRM (personnel management) may be appropriate ( or eventually in practice) at the beginning stage of the life cycle of a small firm and when the firm grows up over time it requires more modern/ strategic HRM.

In my opinion, traditional HRM mainly focuses on normal, routine or ongoing activities like recruitment & selection, payroll management, training (regular) etc. whereas Strategic HRM focuses on more value oriented and objective based activities like motivation, teamwork, performance based pay, competency analysis, strategic training & development etc.

Most of the small and medium sized organizations, particularly in developing countries are still following the traditional HRM. Some larger organizations having a good number of employees are adopting or initiating the modern HRM practices as far as I know.

@ModouJonga answered appropriately