Compare and Contrast Hrm and Ir

Topics: Human resources, Human resource management, Management Pages: 6 (1916 words) Published: January 19, 2011
Compare and Contrast between Human Resource Management and Industrial Relations

There are various conceptions existing in the aspects of definition, academic boundaries and major functions of the fields of human resource management (HRM) and industrial relations (IR). The essay critically discusses the comparison and contrast on the key features of Human Resource Management and Industrial Relations in academic fields. On the base of review of the origins and transition of the tow subjects the paper will explore the general accepted definitions of the HRM and IR respectively. It will then go on to lay out theoretical dimensions of the two subjects, and looks at significant characteristics of HRM and IR. The last part assesses comparison and contrast between the two fields in the light of historical perspectives and literature review.

Definition Transition of Human Resource Management
The HRM terminology stems from the USA subsequences of human relations movement. In the counterpart, since the first British book on HRM published in the late 1980s, which was notably known as New Perspectives on Human Resource Management (Storey 1989), there have been a large volume of published studies investigating the definition of HRM in diverse standing and approaches. Ackers (2003) provided a general term on the definition of HRM, ‘HRM refers to all those activities associated with the management of work and people in firms and in other formal orgaisations. Although it is conceptualised by involving the entire breadth of HRM studies, it should be embodied to specific nature and pattern of the subject. Sisson (1990) sees HRM of four aspects of employment practice: an integration of HR policies with business planning; a shift in responsibility for HR issues form personnel specialists to line managers; a shift from the collectivism of management and, finally, an emphasis on commitment has further understanding of HRM. According to the classic work edited by Storey J (2007), HRM is defined as 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 integrated array of culture, structural and personnel techniques, which is a comprehensive understanding of HRM.

Definition of Industrial Relations
There is little doubt that Industrial Relations has become a subject of scholarly analysis since the end of the nineteenth century, when Sidney and Beatrice Webb (1984) couple published their classic series studies of the regulation of employment in Britain. Flanders (1965, 10) suggested, ‘The study of industrial relations may therefore be described as a study of the institutions of job regulation’, which prevailed for a time is beyond satisfaction of the academic study at present. The view that IR is the study of processes of control over work relations, and among these processes, those involving collective worker organization and action are of particular concern is more adaptable to generalise specific and precisely for the subject. (Hyman, 1975) Basic Theory of Human Resource Management

In 1990, the launch of two influential journals, Human Resource Management Journal, edited by Keith Sisson at Warwick University, the International Journal of Human Resource Management, edited by Michael Poole at Cardiff facilitates the emergence of courses and models in HRM in universities and colleges. A large and growing body of literature has sprung up amongst which two notable theories is predominant leading, Fombrun et al’s (1984) matching model and the Harvard framework. Matching model focused on the connection between organizational strategy and HRM, in the meanwhile Frombrun et al divided HRM into four integral parts – selection, development, appraisal and reward stressing the significance of efficiency of work performance enhancement. Some commentators have even utilized the terms ‘high commitment’ policies to...
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