HRM Essay范文：Industrial Relations and Human Resource Management

HRM Essay范文-勞資關系與人力資源管理。本文是一篇留學生人力資源管方向essay寫作格式，主要內容是分別比較和對比了“勞資關系”和“人力資源管理”兩個學術領域的主要特征。勞資關系和人力資源管理領域自成立以來一直是學術研究的主題。關于這兩個學術領域的重點和范圍，管理學文獻有著豐富的定義和不同的觀點。勞資關系主要關注雇傭關系的監管、控制和治理。該領域的立場更加多元化，不僅關注工人和管理層，還關注影響就業關系的國家和其他機構。essay提出人力資源管理是“一種獨特的就業管理方法，旨在通過使用一系列文化、結構和人事技術，戰略部署高度結構化和有能力的勞動力，實現競爭優勢?！彪m然最初人力資源管理被認為是國際關系研究的一個分支，但現在它被認為是一個獨立的研究領域。下面就一起來看一下這篇HRM Essay范文的全部內容。

Compare and contrast the key features of the academic fields “Industrial Relations” and Human Resource Management (HRM)” respectively.

The fields of Industrial Relations and Human Resource Management have been subjects of intense academic study since the time of their inception. Management literature is rich with varied definitions and diverse range of opinions that exist regarding the focus and the scope of these two academic fields. Industrial relations focuses primarily on the regulation, control and governance of the employment relationship. (BUIRA, 2008). The field has more of a pluralistic stance and focuses not just on the workers and the management but also on the state and other institutions influencing the employment relationship. Human Resource Management is “A distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly structured and capable workforce using an array of cultural, structural and personnel techniques.” (Storey 1995:5). Although originally HRM was considered as one of the branches of IR, it is now recognized as a separate field of study.

Many argue that HRM being rooted just in psychology and organizational sociology has a much narrower focus in contrast to IR which is a multi-disciplinary field of study.HRM is seen as concerned with just one aspect of industrial relations, that is regulation of employment relationship. It does not take into consideration the dynamics of this relationship nor does it account for the institutional and outside forces that have a determining effect on this relationship. (Rubery and Grimshaw 2003, Blyton and Turnbull 2004, Rubery, Earnshaw and Marchington 2005).Rather its marriage with just the welfare of the firm has come under severe criticism. The field of industrial relations is seen as being better empowered in addressing this problem.

許多人認為，與IR這一多學科研究領域相比，HRM僅僅植根于心理學和組織社會學，其關注范圍要窄得多。人力資源管理被認為只涉及勞資關系的一個方面，即對雇傭關系的監管。它沒有考慮到這種關系的動態，也沒有考慮到對這種關系有決定性影響的體制和外部力量。相反，它與公司福利的聯姻受到了嚴厲的批評。工業關系領域被視為在解決這一問題方面得到了更好的授權。

The primary objective of human resource management is to achieve viability and maximization of profits. The management seeks to establish a cost-effective system of labour management. (Geare 1977, Osterman 1987, Godard 2001). It tries to attain competitive advantage and flexibility such that the management gains enough power to function autonomously. It thus seeks to promote better organizational performance. Whereas the field of industrial relations is also concerned with enhancing the performance of the organization it also gives due weightage to maximizing the welfare of the employees, recognizing that labour is not a commodity but a valued asset of production. This however does not mean that HRM is not concerned with employee betterment. On the contrary it sees a direct link between organizational growth and employee welfare with the former leading to the latter. Hence it focuses on the former, thinking that the latter will automatically be taken care of.

人力資源管理的首要目標是實現生存能力和利潤最大化。管理層力求建立一個具有成本效益的勞動管理系統。它試圖獲得競爭優勢和靈活性，以便管理層獲得足夠的權力自主運作。因此，它尋求促進更好的組織績效。雖然勞資關系領域也關注提高組織的績效，但它也重視最大限度地提高員工的福利，認識到勞動不是一種商品，而是一種有價值的生產資產。然而，這并不意味著人力資源管理局不關心員工的改善。相反，它認為組織成長與員工福利之間存在直接聯系，前者導致后者。因此，它專注于前者，認為后者將自動得到照顧。

Both the fields of HRM and Industrial Relations while recognizing the value of human potential to contribute to the efficiency of the organization, have different pathways of achieving their goal. With a single-minded goal of better organizational performance, HRM may at times neglect or may even exploit these resources. In contrast the industrial relations system recognizing the existence of inherent conflicts between the organization’s goals and workers welfare is based upon trade union representation and collective bargaining giving the employees a platform to voice their grievances. (BUIRA, 2008). HRM downplays these conflicts and instead focuses its attention on recruitment, selection, training and other parameters vital to organizational success.

人力資源管理和勞資關系領域雖然認識到人類潛力對提高組織效率的價值，但實現其目標的途徑不同。由于一心追求更好的組織績效，人力資源管理有時可能會忽視甚至利用這些資源。相比之下，承認組織目標與工人福利之間存在內在沖突的勞資關系體系是基于工會代表權和集體談判，為員工提供表達不滿的平臺。（BUIRA，2008）。人力資源管理局淡化了這些沖突，而是將注意力集中在招聘、選拔、培訓和其他對組織成功至關重要的參數上。

The field of industrial relations relies heavily on the rules and procedures laid down by the state to address any issues associated with the employment relationship. HRM, on the other hand does not follow any said rules. Instead it focuses on the best way to use human resources through effective recruitment, selection, training, appraisal, motivation and cooperation. (Silva, ). For HRM, managing culture is more important than just restricting itself to rules and regulations. (Storey, 2001)

勞資關系領域嚴重依賴國家制定的規則和程序來解決與雇傭關系相關的任何問題。另一方面，人力資源管理局不遵守任何上述規則。相反，它側重于通過有效的招聘、選拔、培訓、評估、激勵和合作來使用人力資源的最佳方式。（席爾瓦）。對人力資源管理來說，管理文化比僅僅局限于規章制度更重要。

The field of industrial relations says “power is inherent in the employment relationship.”(BUIRA 2008:3)Thus employees are usually at the receiving end in terms of wage differentials and inequalities prevalent in the workplace. For this reason a number of laws and regulations are in place in many countries to undermine managerial authority. However the notion of power varies from organization to organization. HRM also recognizes the existence of this power relationship. However its treatment of it is rather different. The management of work and people in the firm involves strategic tensions including trade-offs between employer and employee interests. (Boxall and Purcell, 2008). HRM tries to use this power in ways that enables the organization to function more effectively. The management shares knowledge which results in high level of trust and commitment among the employees. HRM has more of an individualistic orientation and links rewards and pay to performance, a feature which is absent in industrial relations.

勞資關系領域表示，“權力是雇傭關系中固有的?！币虼?，就工作場所普遍存在的工資差異和不平等而言，員工通常處于接受方。出于這個原因，許多國家都制定了一些法律法規，以削弱管理權威。然而，權力的概念因組織而異。人力資源管理局也認識到這種權力關系的存在。然而，它的處理方式卻截然不同。公司的工作和人員管理涉及戰略緊張關系，包括雇主和員工利益之間的權衡。人力資源管理局試圖以使組織更有效地運作的方式使用這種權力。管理層分享知識，從而在員工中獲得高度信任和承諾。人力資源管理更傾向于個人主義，將獎勵和薪酬與績效掛鉤，這在勞資關系中是不存在的。

HRM sees conflicts as an infrequent part of the employment relationship between the management and the workers and precisely so, because both the management and workers have the same interests. It is left to the management to provide a reasonable solution to these problems in case they arise and this is done by providing higher wages or training which may result in employment security.HRM does not rely on mediation or any sort of third-party intervention. It is more concerned with employee commitment rather than compliance. (Marchington and Wilkinson,2008).On the other hand the field of industrial relations emphasizes on the role of collective bargaining and trade unions to address these conflicts. Management is not looked upon for solutions as they are seen to be biased and more concerned with curbing workers voice.

人力資源管理局將沖突視為管理層和工人之間雇傭關系的一個不常見的部分，正是如此，因為管理層和員工都有相同的利益。如果出現這些問題，管理層有責任為其提供合理的解決方案，這可以通過提供更高的工資或培訓來實現，這可能會帶來就業保障。人力資源管理不依賴調解或任何第三方干預。它更關注員工的承諾，而不是合規性。另一方面，勞資關系領域強調集體談判和工會在解決這些沖突方面的作用。管理層沒有尋求解決方案，因為他們被認為是有偏見的，更關心的是遏制工人的聲音。

HRM gives management the most dominating role, considering it to be the be all and end all of all decisions while governments and trade unions only play a limited role. It is the management that is solely seen as being responsible for organization efficiency or inefficiency. Whereas, industrial relations sees the management, government and trade unions as being equal partners in shaping the direction of the firm. Thus, it just does not restrict itself to workers and management but all those who are affected by the employment relationship.

人力資源管理賦予管理層最主要的角色，認為它是所有決策的最終決定，而政府和工會只發揮有限的作用。正是管理層被認為對組織效率或效率低下負有責任。然而，勞資關系將管理層、政府和工會視為塑造公司方向的平等伙伴。因此，它并不局限于工人和管理層，而是所有受雇傭關系影響的人。

The academic field of industrial relations encourages students to think out of the box and to engage in critical and reflective thinking. (BUIRA, 2008). The complexities involved in the employment relationship and the factors outside the workplace shaping this are looked at, to form an intelligent and well-informed decision to tackle with irregularities in the workplace. The issues of ethnicity, gender inequality, power are all taken into account which are issues not generally included in the HRM domain. The field of industrial relations inculcates a sense of enquiry into the student to question and seek answers to those questions.

勞資關系的學術領域鼓勵學生跳出框框，進行批判性和反思性思考?？紤]到雇傭關系中涉及的復雜性以及工作場所以外的因素，我們將做出明智和明智的決定，以應對工作場所的違規行為。種族、性別不平等、權力等問題都被考慮在內，這些問題通常不屬于人力資源管理領域。勞資關系領域向學生灌輸了一種探究感，讓他們對這些問題提出疑問并尋求答案。

Although the fields of industrial relations and human resource management have differing interests, there are many areas where their interests coincide. Ultimately both the fields are concerned with achieving organizational efficiency and we should seek to attain a symbiotic relationship between the two with the two completing rather than competing with each other. The debate surrounding the field of industrial relations that it is now outdated and that the problems of “human factor” at work are better addressed by novel new approaches such as Human Resource Management is redundant. (Colling and Terry, 2010). The collectivistic nature of the field of industrial relations should supplement the individualistic outlook of HRM. It is essential to treat the employment relationship as complex and study it within a particular social context. A thorough understanding of both would facilitate a better understanding of the theoretical and practical problems that underpin relationships at workplace. (Marchington and Wilkinson, 2008)

Essay總結盡管勞資關系和人力資源管理領域有不同的利益，但在許多領域它們的利益是一致的。最終，這兩個領域都關注實現組織效率，我們應該尋求在兩者之間建立一種共生關系，使兩者相互完成，而不是相互競爭。圍繞勞資關系領域的爭論是多余的，即現在已經過時，工作中的“人為因素”問題可以通過人力資源管理等新方法更好地解決。勞資關系領域的集體主義性質應補充人力資源管理的個人主義觀點。必須將雇傭關系視為復雜的關系，并在特定的社會背景下對其進行研究。對這兩者的透徹理解將有助于更好地理解支撐工作場所關系的理論和實踐問題。本站提供各國各專業留學生essay代寫或指導服務，如有需要可咨詢本平臺。