Hrm and Ir

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

References:Paul Blyton and Peter Turnbull (2004) "The theory of employee relations" The Dynamics of Employee Relations (3rd edition) PALGRAVE MACMILLAN Printed in ChinaJohn Gennard and Graham Judge (2002) "Employee Relations Strategies and Policies: Management style" Employee Relations (3rd edition) London: Cromwell Press, Trowbridge, WilrshireEd Rose (2004) "Theoretical Approaches to employment and industrial relations" Employment Relations2nd edition Prentice HallRasmussen & Lamm, (2002) "R&L,

During the course of the Twentieth Century there was a significant evolution of the function of HR.

Wright and McMahan (1994) define strategic HRM as “the pattern of planned Human Resource deployments and activities intended to enable the organisation to achieve its goals.” A HR function should impact the success of an organisation; a policy must remain current and suitable to both the internal and external environment. Ulrich and Lake (1990) affirm, ‘HRM systems can be the source of organisational capabilities that allow organisations to learn and capitalise on new opportunities.’

Industrial Relations or Labour Relations is an expression used not only for relationships between employers and Trade Unions, but also for those involving Government with the aim of defining policies, facing labour problems. The concept of industrial relations has a very wide meaning and connotation. In the narrow sense, it means that the employer, employee relationship confines itself to the relationship that emerges out of the day to day association of the management and the labour. In its wider sense, industrial relations include the relationship between an employee and an employer in the course of the running of an industry and may project it to spheres, which may transgress to the areas of quality control, marketing, price fixation

In this chapter, we discussed the various elements of human resources management. Also the review of some existing literature relevant to the study, is made to refer to some scholars work related to the topic under study.

HRM is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce, using an array of cultural, structural, and personnel techniques. (Storey, 1995)

Managing change and implementing new ideas, methods and strategies are responsibilities of the HR Function. Forward thinking is vitally important to a successful organisation and HR will translate the short and long term

The main aim of the study is to compare and contrast the academic fields of Industrial Relations and Human Resource Management, in this essay, both the fields are defined, highlighted key features which will help in understanding the similarities and differences with a conclusion.

According to (Armstrong & Taylor, 2017) HRM can be explained as a strategic, unified and comprehensible passage to the hiring, developing and comfort of employees in organisations. Thus, HRM essentially focuses on corresponding Human Resources (HR) with fundamental and functional requirements of the company to

Michael Salmon postulates “industrial relations encompass a set of phenomena, operating both within and outside the workplace, concerned with determining and regulating the employment relationship”.

The research is based on the analysis of previous information available related to the topic. It is more qualitative in the context and based on observations. The main thrust of the paper is more interpretive. The aim has been set in order to sketch out a credible narrative. The study is focused strongly on the historical depth of the evolution of human resource management. The perspective has been divided into segments and tried to understand the narrative in terms of historical and cultural aspects of HRM. Also, the other segments linked are political, legal, economic, demographics and management. The studies mentioned in the literature review directs us chronologically on how the changes took place. Quantitative analysis of the study is not possible as it is hard to gather data on ground and to form a narrative. In qualitative analysis a

HR management is composed of several groups of interlinked activities taking place within the context of the organization .

In this study an analysis of the relationship between the labour and management, and their occurrence of strikes in the industrial society will be done. The study would also involve the understanding of the instruments used to bargain and negotiate by both the parties.

Human resources are the main drivers for today’s organization in managing employees as strategic plan as company’s objective (Haslinda 2009). Variety notion related with theory, perceptivity and understanding of human resource evolution from Industrial Relations (IR) tradition to Human Resource Management (HRM) has transpired to the present day. IR was considerably have two main division: labor management and mutual negotiation including the method of employment management (Kaufman 2001). The terminology from personnel management, or personnel administration and labor relations has been used by most writers represent IR or employment relations era. The evolving terms of both subject fields has initially started in 19th