人力资源管理专业留学生作业代写-人事管理与人力资源管理。本文是一篇由本站代写服务提供的人力资源管理留学生作业写作范文，主要内容是讲述人力资源一直是任何组织最重要的组成部分。它们是任何组织实现其目标和目的的主要关键之一。如果一个组织有效地管理其人员，就被认为是成功的。本篇留学生作业指出人力资源或人事管理并不是一个新概念，它已经在实践中存在了100多年。尽管随着时间的推移，这种管理策略被赋予了不同的名称，如福利管理、劳动管理、人事管理，最近的一种是人力资源管理。那么，什么是人事管理和人力资源管理？让我们来看看不同哲学家对两者的定义，请参考以下人力资源管理专业留学生作业代写范文。
HRM TO PM- Old wine in new bottle or a brand-new product? HRM TO PM-新瓶装旧酒还是全新产品？
INTRODUCTION: 引言
Human resource has always been the most important part of any organisation. They are one of the major keys for any organisation to achieve its goals and objectives. An organisation is deemed to be successful if it manages its personnel efficiently and effectively. Management of Human resource or Personnel is not a new concept and it has been in practice for more than 100 years. Though with times this management strategy has been given different names like Welfare Management (early 1900s), Labour Management (in 1920s), Personnel Management (in 1960s) and the latest one being Human Resource Management (in 1990s). So, what is Personnel Management and Human Resource Management? Let’s look at the definitions of both given by different philosophers.
What is Personnel Management?什么是人事管理？
Personnel management is defined as:人事管理定义为
‘Personnel Management aims to achieve both efficiency and justice, neither of which can be pursued successfully without each other. It seeks to bring together and develop into an effective organisation the men and women who make up an enterprise, enabling each to make his/her own best contribution to its success both as an individual and as a member of a working group. It seeks to provide fair terms and conditions of employment, and satisfying work for those employed.’ (IPM quoted in Hendry, 1995, p 10)
“人事管理的目标是实现效率和公正，两者都离不开彼此。它寻求将组成企业的男性和女性聚集在一起，并发展成为一个有效的组织，使每个人都能作为个人和工作组成员为企业的成功做出自己的最大贡献。它寻求提供公平的就业条款和条件，并为被雇佣者提供令人满意的工作。”
But as per Legge (1989, 1995), Keenoy (1990), Sisson (1990), Hope -Hailey et al (1997) explained that Human Resource Management was a revolution. It focuses more on the strategic aspect of managing people and taking decisions
本篇留学生作业根据Legge、Keenoy、Sisson和Hope-Hailey等人的解释，人力资源管理是一场革命。它更侧重于管理人员和决策的战略方面
What is Human Resource Management?什么是人力资源管理？
HRM as defined by Storey (1995;5):Storey定义的人力资源管理
‘Human Resource Management is a distinctive approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed & capable workforce, using an array of cultural, structural and personnel techniques.’
“人力资源管理是一种独特的就业管理方法，旨在通过使用一系列文化、结构和人事技术，战略性地部署一支高度敬业和能干的员工队伍，从而实现竞争优势。”
Hendry and Pettigrew (1990) also explained that HRM was a labelling around the obviously seen changes but focussing on the shortcomings in attitude, scope, coherence and direction of existing personnel management.
Hendry和Pettigrew还解释说，人力资源管理是围绕明显可见的变化进行的标记，但侧重于现有人事管理在态度、范围、一致性和方向方面的缺陷。
LITERATURE REVIEW AND ANALYSIS:文献综述与分析
Personnel Management:人事管理
In 19th century, Personnel Management was accepted and developed as a specialised function of the organisation. Torrington interestingly defines the ‘Personnel Management’ as ‘Industrial Cinderella’ which was not very much highlighted due to its large and ugly sisters known as Sales and Production. In the mid-1900s i.e. during the decades of 1950s and 1960s a lot of Personnel Managers were seeing the Managing Directors of the company in the role of ‘Prince Charming’ and producing a glass slipper so that Cinderella can really show her paces. (Torrington, 1969)
本篇留学生作业提出在19世纪，人事管理被接受并发展为组织的一个专门职能。Torrington有趣地将“人事管理”定义为“工业灰姑娘”，但由于其被称为销售和生产的又大又丑的姐妹，这一点并没有得到太多强调。在20世纪中期，即20世纪50年代和60年代的几十年里，许多人事经理看到公司的总经理扮演“白马王子”的角色，并制作了一只玻璃拖鞋，这样灰姑娘就可以真正展示自己的步伐。
In the Personnel management, the duty of the manager is to be directly in charge of the activities of the people under him and has full responsibility for them. But a Personnel Manager can only assist other managers in doing their jobs, he cannot take their job and do it for them.
在人事管理中，经理的职责是直接负责下属人员的活动，并对其负全部责任。但是人事经理只能帮助其他经理完成他们的工作，他不能接受他们的工作并为他们做。
Personnel manager provides advice & assistance to line managers but also need to access control on them. Personnel managers work in such a way that they maintain the balance between the different internal departments of the organisations so that there would not be any chance of getting into inter departmental grouping. Personnel management believes in ‘one rule applies to all’. If there is a certain wage for a level, them PM ensures that every person working at that level is entitled to same wage pay. No one would get less, no one would get more. Personnel Management believes in efficient communications within the organisation. It ensures that what top management wanted their employees to deliver should be clearly communicated to the employees.
人事经理为直线经理提供建议和帮助，但也需要对他们进行访问控制。人事经理的工作方式是保持组织内部不同部门之间的平衡，这样就不会有任何机会进入跨部门分组。人事管理相信“一条规则适用于所有人”。如果某个级别有一定的工资，他们PM确保在该级别工作的每个人都有权获得相同的工资。没有人会得到更少，没有人会获得更多。本篇留学生作业认为人事管理相信组织内部的高效沟通。它确保最高管理层希望员工提供的内容应明确传达给员工。
As for example we can have a recent study where the position and role of HR professionals in American School industry are that of Personnel Managers who are into compliance and administrational activities rather than strategic decision making. (Tran, 2015)
例如，我们可以在最近的一项研究中看到，美国学校行业人力资源专业人员的职位和角色是从事合规和行政活动而非战略决策的人事经理。
In Storey’s opinion (Storey 2001;9) HRM could be classified in 2 approaches-Storey认为人力资源管理可分为两种方法
HARD HRM Approach-:硬人力资源管理方法
It focuses on the need for adopting a strict business oriented style which lays emphasis on productivity, efficient use of human resources & the organisational objectives. It reflects to the old style of Management (Personnel Management) of getting things done no matter what. The focus is on identifying the personnel needs of the business and hire and manage accordingly (hiring, moving & firing).
它侧重于采用严格的业务导向风格的必要性，强调生产力、人力资源的有效利用和组织目标。它反映了旧的管理风格（人事管理），不管怎样都要把事情做好。重点是确定企业的人员需求，并相应地进行招聘和管理（招聘、调动和解雇）。
An example of this approach can be given from the recent scenario- The Government of United States of America. The president of USA takes a decision and all the other staff members must oblige his decisions. The flow of communication is one way i.e. from top level to bottom level. No two-way communication flows in that hierarchy. Anyone not agreeing to his decision is fired.
这种方法的一个例子可以从最近的情景中看到——美利坚合众国政府。美国总统作出决定，所有其他工作人员必须服从他的决定。沟通的流程是单向的，即从顶层到底层。该层次结构中没有双向通信流。任何不同意他的决定的人都会被解雇。
Hard HRM theory is being followed by small and medium size companies also. The company in which author worked followed a the management style based on Hard HRM theory and it was quite successful in achieving its goals and objectives.
硬人力资源管理理论也被中小企业所遵循。作者所在的公司遵循了基于硬人力资源管理理论的管理风格，并在实现其目标方面取得了相当成功。
SOFT HRM Approach: –软人力资源管理方法
It lays emphasis on getting mutual benefits, thus fulfilling the objectives of the organisation & the ones of the employee’s. To reach this target, it highlights the importance of implications & motivations of personnel, respecting commitments and common values. It reflects the modern style HRM focussing on the organisational goals & that of employee’s. In this approach, the manager trust the employees and gather their opinions. They believe that the employees come forward and take responsibilities and perform with an intention to impress and progress.
它强调互惠互利，从而实现组织和员工的目标。为了实现这一目标，它强调了员工的影响和动机、尊重承诺和共同价值观的重要性。它反映了现代风格的人力资源管理，专注于组织目标和员工的目标。在这种方法中，经理信任员工并收集他们的意见。他们相信，员工挺身而出，承担责任，并以给人留下深刻印象和进步为目标。
A perfect example of SOFT HRM theory is GOOGLE INC. 谷歌公司是软人力资源管理理论的一个完美例子
With Google having an excellent employee friendly workplace atmosphere, Googlers find it motivating enough to work towards achieving the goals and Google is benefitted in way that employees give outstanding work performances sometimes in their free times too like Gmail, Google Suggest.
谷歌拥有一个良好的员工友好的工作氛围，谷歌员工发现这足以激励他们为实现目标而努力，谷歌受益于员工有时在空闲时间表现出色的工作表现，就像Gmail、谷歌建议一样。
With such amazing and very successful formula of motivating and retaining employees there is no doubt that Google is one of the best places to work and the growth of employee as an individual and as a part of the organisation. (Martin, 2014)
有了这样一个令人惊叹且非常成功的激励和留住员工的公式，毫无疑问，谷歌是最好的工作场所之一，也是员工作为个人和组织一部分成长的地方。
In recent years, HRM has become popular and important because of many reasons major amongst them are- increased legal frameworks, getting to know what employees need from the organisation, increased complexity of manager’s activity due to changes in internal & external environmental factors, increased level of required knowledge, consistency and equity within the organisations, high cost to organisation due to absenteeism & delays in work etc.
留学生作业指出近年来人力资源管理变得流行和重要，原因有很多，其中主要有：法律框架的增加，了解员工对组织的需求，内部和外部环境因素的变化导致经理活动的复杂性增加，所需知识水平的提高，组织内部的一致性和公平性，由于缺勤和工作延误等原因，组织成本高昂。
In global competitive business environment, the organisation which is capable of building and leading efficiently its labour force will create benefits for all its stakeholders.
在全球竞争激烈的商业环境中，能够有效建设和领导劳动力的组织将为所有利益相关者创造利益。
In recent times the companies find it essential to train its employees and make them more competent to be able to compete with rapidly changing business and global environment. But the point is how much do employees gain from such training and development depends (Berry, 1990). A case study was published in Financial times by a successful entrepreneur Luke Johnson who thought that the HR departments create confusions, unnecessary expense to the company and burden on the back of productive worker.
近年来，公司发现培训员工并使他们更有能力与快速变化的商业和全球环境竞争至关重要。但关键是员工从这种培训和发展中获得的收益取决于。一位成功的企业家卢克·约翰逊在英国《金融时报》上发表了一篇案例研究，他认为人力资源部门会给公司带来混乱、不必要的开支和生产力工人的负担。
Differences between HRM and PM.HRM和PM之间的差异
There are certain philosophers who have quoted the differences between the Personnel management and Human Resource Management. Let’s have a look at them:有一些哲学家引用了人事管理与人力资源管理的区别。让我们来看看
PM was more focused on satisfying the employee work related as the main thinking of Personnel Managers was the employee’s main motivation is Money while HRM focuses on Organisation, Observation and Control as its thinking is that employee work to impress beside the monetary factor. Armstrong (2009)PM更专注于满足员工的工作相关，因为人事经理的主要想法是员工的主要动机是金钱，而人力资源管理则专注于组织、观察和控制，因为其想法是员工工作是为了在金钱因素之外给人留下深刻印象。
PM is supply driven and it is more about the employee’s role in the organisation if he has been hired while HRM is demand driven and it is more related to the circumstances in which an organisation needs an efficient employee. [Torrington 1989:42]PM是供应驱动的，如果员工被雇佣，它更多地是关于他在组织中的角色，而人力资源管理是需求驱动的，它更与组织需要高效员工的情况有关。
PM is more control and compliance associated in the way that all the work should be done within the rules and regulations whereas HRM is associated with commitment of employees, their feeling about being connected to the organisation and its goals.PM与所有工作都应在规则和条例范围内完成的方式更具控制力和合规性，而人力资源管理与员工的承诺、他们与组织及其目标的联系感有关。
With regards to Employee Relations- PM is said to be pluralist, low trust & collective as Personnel Managers believe in Hire, Retain & Fire policy while, HRM is unitarist, high trust and individual as it believes in giving training to the person who is not able to perform well. [Bratton & Gold, 2012:20]关于员工关系，据说PM是多元的、低信任的和集体的，因为人事经理相信雇佣、保留和解雇政策，而人力资源管理是统一的、高度信任的和个人的，因为它相信为表现不佳的人提供培训。
PM has hierarchical organisational structure like that of Military organisations (Government of U.S.A) whereas HRM has a flexible organisational Structure where there is a flow of 2-way communication (Government of India). [ Cole 2002:3]PM具有类似军事组织的层级组织结构（美国政府），而HRM具有灵活的组织结构，其中存在双向沟通（印度政府）。
As per a survey in UK in 1999 (with n=350 companies) Personnel Managers were supposed to be older, male, long serving and having less qualification whereas HR specialists are young, both female and male, short serving and highly qualified. (Caldwell 2002)根据1999年英国的一项调查（350家公司），人事经理应该是年龄较大的男性，长期任职，资历较低，而人力资源专家则是年轻的女性和男性，短期任职，资历很高。
Similarities between HRM & PM.HRM和PM之间的相似之处
PM and HRM both advocate & prioritize to maximise the efficiency of Human resource.PM和HRM都主张并优先考虑最大限度地提高人力资源的效率。
PM and HRM both are responsible for the recruitment and selection of Human resource PM和HRM均负责人力资源的招聘和选拔
PM and HRM both assess the work of Human Resources and make appraisal policies PM和HRM都对人力资源部的工作进行评估并制定评估政策
Conclusion and Recommendations:结论和建议
After a detailed analysis, it is evident that Human Resource Management, though evolved from Personnel Management in terms of basic concepts of managing human resources, it has grown to an entirely new concept now of involving strategic decision making and making employees a part of the decision-making process. Though both HRM and PM are concerned with maximising the efficiency of human resources, HRM makes it as a part of the job to make sure employees are not used as a machine to achieve any objective but as a part of the organisation who takes its employees together and walk towards the path to achieve its set objectives.
本篇留学生作业经过详细的分析，很明显，人力资源管理虽然在管理人力资源的基本概念上从人事管理演变而来，但现在已经发展成为一个全新的概念，即涉及战略决策，并使员工成为决策过程的一部分。尽管人力资源管理和项目经理都关心人力资源效率的最大化，但人力资源管理将确保员工不会被用作实现任何目标的机器，而是作为组织的一部分，带领员工团结一致，朝着实现既定目标的方向前进。
In practical scenario, the most companies follow the path between the concept of Personnel management and Human Resource Management as both deal with objectives like Staffing, Performance, Change Management and Administration objectives. (Eno et al. 2015)
在实际情况下，大多数公司遵循人事管理和人力资源管理概念之间的路径，因为两者都涉及人员配置、绩效、变革管理和行政目标等目标。
Every debate should end with the fact that PM and HRM are complementary to each other not contrary to each other.
每一场辩论都应该以PM和HRM是互补的而不是相反的事实结束。
We can say that however there are various changes occurring in the style of management of Human Resource, the foundation and principles on which PM is based is still the same. PM and HRM both advocate and prioritise to maximise the efficiency of human resource. They have similar focus its just the way to achieve that focussed objective has taken various paths.
我们可以说，尽管人力资源管理方式发生了各种变化，但PM的基础和原则仍然是不变的。PM和HRM都主张并优先考虑最大限度地提高人力资源的效率。他们有着相似的重点——只是实现这一重点目标的方法走了不同的道路。
With the changing scenario and growing globalisation Personnel managers must make changes to be adaptable to the changing business environment and should be more considerate in knowing the needs of employees and make them feel the part of the organisation so that employees can relate and feel attached to the organisational goals and objectives.
随着形势的变化和全球化的发展，人事经理必须做出改变，以适应不断变化的商业环境，并在了解员工的需求时更加深思熟虑，让他们感觉到自己是组织的一部分，这样员工才能与组织的目标和目的建立联系并感到依恋。
Now days where HRM is turning towards more strategic behaviour, companies are more and more involving their employees into strategy and decision making process and should enhance a 2-way communication policy so that employees can give a feedback on strategies made. These days when the world is rapidly changing and the competition is getting higher and higher day by day, an open communication process with the employees and making them feel connected to the organisation is the best possible way to retain them and to divert them in achieving the goals of business.
本篇留学生作业总了到：如今，人力资源管理正转向更具战略性的行为，公司越来越多地让员工参与到战略和决策过程中，并应加强双向沟通政策，以便员工能够对所制定的战略提供反馈。如今，世界正在迅速变化，竞争日益激烈，与员工进行公开的沟通，让他们感觉与组织有联系，这是留住他们并转移他们实现业务目标的最佳方式。
In practical world, also there is no company in world who follows exact academic definition of either PM or HRM. Companies should use a ‘Best Fit’ strategy and follow a path somewhere between PM and HRM and use all the techniques be it from PM or from HRM to manage the most important resource of organisation i.e. Human Resource as this is the only thing which can give a competitive edge to the company over its Competitors and a company who is able to maintain and retain its employees over a longer period of time can use the competitive edge to convert its goals and objectives into reality.
在现实世界中，世界上也并没有一家公司遵循PM或HRM的确切学术定义。公司应使用“最佳匹配”战略，遵循PM和HRM之间的路径，并使用PM或HRM的所有技术来管理组织中最重要的资源，即人力资源，因为这是唯一能使公司相对于竞争对手具有竞争优势的东西，而一个能够在更长时间内留住员工的公司可以利用竞争优势将其目标和目标转化为现实。本站提供各国各专业留学生作业格式范文，留学生作业代写以及留学生作业写作辅导，如有需要可咨询本平台。