HRM Essay范文：Industrial Relations and Human Resource Management
HRM Essay范文-勞資關(guān)系與人力資源管理。本文是一篇留學(xué)生人力資源管方向essay寫(xiě)作格式，主要內(nèi)容是分別比較和對(duì)比了“勞資關(guān)系”和“人力資源管理”兩個(gè)學(xué)術(shù)領(lǐng)域的主要特征。勞資關(guān)系和人力資源管理領(lǐng)域自成立以來(lái)一直是學(xué)術(shù)研究的主題。關(guān)于這兩個(gè)學(xué)術(shù)領(lǐng)域的重點(diǎn)和范圍，管理學(xué)文獻(xiàn)有著豐富的定義和不同的觀點(diǎn)。勞資關(guān)系主要關(guān)注雇傭關(guān)系的監(jiān)管、控制和治理。該領(lǐng)域的立場(chǎng)更加多元化，不僅關(guān)注工人和管理層，還關(guān)注影響就業(yè)關(guān)系的國(guó)家和其他機(jī)構(gòu)。essay提出人力資源管理是“一種獨(dú)特的就業(yè)管理方法，旨在通過(guò)使用一系列文化、結(jié)構(gòu)和人事技術(shù)，戰(zhàn)略部署高度結(jié)構(gòu)化和有能力的勞動(dòng)力，實(shí)現(xiàn)競(jìng)爭(zhēng)優(yōu)勢(shì)。”雖然最初人力資源管理被認(rèn)為是國(guó)際關(guān)系研究的一個(gè)分支，但現(xiàn)在它被認(rèn)為是一個(gè)獨(dú)立的研究領(lǐng)域。下面就一起來(lái)看一下這篇HRM Essay范文的全部?jī)?nèi)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(rèn)為，與IR這一多學(xué)科研究領(lǐng)域相比，HRM僅僅植根于心理學(xué)和組織社會(huì)學(xué)，其關(guān)注范圍要窄得多。人力資源管理被認(rèn)為只涉及勞資關(guān)系的一個(gè)方面，即對(duì)雇傭關(guān)系的監(jiān)管。它沒(méi)有考慮到這種關(guān)系的動(dòng)態(tài)，也沒(méi)有考慮到對(duì)這種關(guān)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(lián)姻受到了嚴(yán)厲的批評(píng)。工業(yè)關(guān)系領(lǐng)域被視為在解決這一問(wèn)題方面得到了更好的授權(quán)。
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(biāo)是實(shí)現(xiàn)生存能力和利潤(rùn)最大化。管理層力求建立一個(gè)具有成本效益的勞動(dòng)管理系統(tǒng)。它試圖獲得競(jìng)爭(zhēng)優(yōu)勢(shì)和靈活性，以便管理層獲得足夠的權(quán)力自主運(yùn)作。因此，它尋求促進(jìn)更好的組織績(jī)效。雖然勞資關(guān)系領(lǐng)域也關(guān)注提高組織的績(jī)效，但它也重視最大限度地提高員工的福利，認(rèn)識(shí)到勞動(dòng)不是一種商品，而是一種有價(jià)值的生產(chǎn)資產(chǎn)。然而，這并不意味著人力資源管理局不關(guān)心員工的改善。相反，它認(rèn)為組織成長(zhǎng)與員工福利之間存在直接聯(lián)系，前者導(dǎo)致后者。因此，它專注于前者，認(rèn)為后者將自動(dòng)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(guān)系領(lǐng)域雖然認(rèn)識(shí)到人類潛力對(duì)提高組織效率的價(jià)值，但實(shí)現(xiàn)其目標(biāo)的途徑不同。由于一心追求更好的組織績(jī)效，人力資源管理有時(shí)可能會(huì)忽視甚至利用這些資源。相比之下，承認(rèn)組織目標(biāo)與工人福利之間存在內(nèi)在沖突的勞資關(guān)系體系是基于工會(huì)代表權(quán)和集體談判，為員工提供表達(dá)不滿的平臺(tái)。（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(xùn)和其他對(duì)組織成功至關(guān)重要的參數(shù)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(guān)系領(lǐng)域嚴(yán)重依賴國(guó)家制定的規(guī)則和程序來(lái)解決與雇傭關(guān)系相關(guān)的任何問(wèn)題。另一方面，人力資源管理局不遵守任何上述規(guī)則。相反，它側(cè)重于通過(guò)有效的招聘、選拔、培訓(xùn)、評(píng)估、激勵(lì)和合作來(lái)使用人力資源的最佳方式。（席爾瓦）。對(duì)人力資源管理來(lái)說(shuō)，管理文化比僅僅局限于規(guī)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(guān)系領(lǐng)域表示，“權(quán)力是雇傭關(guān)系中固有的。”因此，就工作場(chǎng)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(gè)原因，許多國(guó)家都制定了一些法律法規(guī)，以削弱管理權(quán)威。然而，權(quán)力的概念因組織而異。人力資源管理局也認(rèn)識(shí)到這種權(quán)力關(guān)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(zhàn)略緊張關(guān)系，包括雇主和員工利益之間的權(quán)衡。人力資源管理局試圖以使組織更有效地運(yùn)作的方式使用這種權(quán)力。管理層分享知識(shí)，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(gè)人主義，將獎(jiǎng)勵(lì)和薪酬與績(jī)效掛鉤，這在勞資關(guān)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(guān)系的一個(gè)不常見(jiàn)的部分，正是如此，因?yàn)楣芾韺雍蛦T工都有相同的利益。如果出現(xiàn)這些問(wèn)題，管理層有責(zé)任為其提供合理的解決方案，這可以通過(guò)提供更高的工資或培訓(xùn)來(lái)實(shí)現(xiàn)，這可能會(huì)帶來(lái)就業(yè)保障。人力資源管理不依賴調(diào)解或任何第三方干預(yù)。它更關(guān)注員工的承諾，而不是合規(guī)性。另一方面，勞資關(guān)系領(lǐng)域強(qiáng)調(diào)集體談判和工會(huì)在解決這些沖突方面的作用。管理層沒(méi)有尋求解決方案，因?yàn)樗麄儽徽J(rèn)為是有偏見(jiàn)的，更關(guān)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(rèn)為它是所有決策的最終決定，而政府和工會(huì)只發(fā)揮有限的作用。正是管理層被認(rèn)為對(duì)組織效率或效率低下負(fù)有責(zé)任。然而，勞資關(guān)系將管理層、政府和工會(huì)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(guān)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(guān)系的學(xué)術(shù)領(lǐng)域鼓勵(lì)學(xué)生跳出框框，進(jìn)行批判性和反思性思考。考慮到雇傭關(guān)系中涉及的復(fù)雜性以及工作場(chǎng)所以外的因素，我們將做出明智和明智的決定，以應(yīng)對(duì)工作場(chǎng)所的違規(guī)行為。種族、性別不平等、權(quán)力等問(wèn)題都被考慮在內(nèi)，這些問(wèn)題通常不屬于人力資源管理領(lǐng)域。勞資關(guān)系領(lǐng)域向?qū)W生灌輸了一種探究感，讓他們對(duì)這些問(wèn)題提出疑問(wèn)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(jié)盡管勞資關(guān)系和人力資源管理領(lǐng)域有不同的利益，但在許多領(lǐng)域它們的利益是一致的。最終，這兩個(gè)領(lǐng)域都關(guān)注實(shí)現(xiàn)組織效率，我們應(yīng)該尋求在兩者之間建立一種共生關(guān)系，使兩者相互完成，而不是相互競(jìng)爭(zhēng)。圍繞勞資關(guān)系領(lǐng)域的爭(zhēng)論是多余的，即現(xiàn)在已經(jīng)過(guò)時(shí)，工作中的“人為因素”問(wèn)題可以通過(guò)人力資源管理等新方法更好地解決。勞資關(guān)系領(lǐng)域的集體主義性質(zhì)應(yīng)補(bǔ)充人力資源管理的個(gè)人主義觀點(diǎn)。必須將雇傭關(guān)系視為復(fù)雜的關(guān)系，并在特定的社會(huì)背景下對(duì)其進(jìn)行研究。對(duì)這兩者的透徹理解將有助于更好地理解支撐工作場(chǎng)所關(guān)系的理論和實(shí)踐問(wèn)題。本站提供各國(guó)各專業(yè)留學(xué)生essay代寫(xiě)或指導(dǎo)服務(wù)，如有需要可咨詢本平臺(tái)。
