The aim of this project is to show that human resource management is replacing traditional industrial relations in organisations. Armstrong (2006: 3) defined human resource management as a strategic and coherent approach to the management of an organisation's most valued asests- the people working there who individually and collectively contribute to the achivement of its objectives.
According to Storey (1989, cited in Armstrong 2006), HRM can be regarded as a 'set of inter related policies with an ideological and philopsophical underpinning'.
There are critical HRM activities that are shared by all types of organisations (Gunnigle et al. 2006):
1.Strategy and organisation
Involves: contributing to organisational strategy, influencing culture and alues, developing HR strategies and policies.
Includes human resources planning, recrutiment and selection, development and termination of employment.
Incorporates training and development; management development, performance management.
Inolves the selection of reward strategies; administration of payment and benefits systems.
Includes industrial relations, employee involvement, communication and employee services.
6.Employment and HR Administration
Incorporates employment policies and practices; working conditions; and HR information systems.
The Annual Report (2007) of Labour Relations Commission shows that 54% of multinational companies in Ireland have a HR information system and foreign firms alre more likely to have such a system than Irish-owned comapnies.
One the other hand, we have industrial relations tradition. Tyson (2006) suggested that 'industrial relations' term is used in a general sense to desribe the formal relationships between employers and collective groupings of employees, together with the institutional arrangements that arise from these relationships. There are...