HRM Essay代写范例：HR and Personnel Management
HRM Essay代写范例-人力资源和人事管理。本文是一篇由本站代写服务提供的HRM essay代写参考，主要内容是讲述人力资源管理的软模式和硬模式在基本概念上存在着矛盾性差异；然而，提出将这两种方法整合为一种人力资源管理理论。概述人事与人力资源管理之间的异同，可以使所讨论的理论和哲学达到一个可理解的结局。下面就一起来看一下这篇留学生essay代写范例。
Henry Ford’s assembly lines and Frederick Taylor’s time and method studies saw workers as another tool like machines. They sought to improve worker productivity by designing the way work is carried out. The problem with this approach is that humans are not machines, but individuals with personal goals and needs. Treating them like machines invariably leads to resistance and conflicts’.
亨利·福特的装配线和弗雷德里克·泰勒的时间和方法研究将工人视为另一种工具，就像机器一样。他们试图通过设计工作方式来提高工人的生产力。这种方法的问题在于，人类不是机器，而是有个人目标和需求的个体。把他们当作机器一样对待，必然会导致抵抗和冲突。
“Take our 20 best people away, and I will tell you that Microsoft would become an unimportant company”
“把我们最好的20个人带走，我会告诉你，微软将成为一家不重要的公司”
INTRODUCTION 引言
Human Resource Management (HRM) and/or Personnel Management (PM) has become a very vital part of the management process in the twenty-first century, compared to the past, it is drawing considerable attention in managerial debates and strategic planning of organizations. According to Storey (1995), ‘human resource management (HRM) has been and remains highly controversial’ (p.4), a position that Keenoy (1999) has approved it while defining the contemporary situation of Human Resource Management. The HRM has emerged its significance by relying on key terms such as leadership vs. management, training and development, empowerment, flat organizational structure, motivational systems, teamwork etc. For many, they are nothing but a nice expression, but in the dog-eat-dog market they seem to play a vital role, winning competitive advantage for industry players (Wright et al, 1992). Seemingly, the variety of different understandings of key differences between HRM and PM, if any at all, exists among professional managers. Some people believe it is the same old wine in a new bottle holding a fancy label; it is just a contemporary word.
人力资源管理（HRM）和/或人事管理（PM）已成为21世纪管理过程中非常重要的一部分，与过去相比，它在组织的管理辩论和战略规划中引起了相当大的关注。根据Storey（1995）的观点，“人力资源管理（HRM）一直以来都极具争议”（第4页），Keenoy（1999）在定义人力资源管理的当代状况时批准了这一立场。人力资源管理的重要性体现在领导力与管理、培训与发展、赋权、扁平组织结构、激励系统、团队合作等关键术语上。对许多人来说，它们只是一种很好的表达方式，但在狗咬狗的市场中，它们似乎发挥着至关重要的作用，为行业参与者赢得竞争优势（Wright等人，1992）。看起来，职业经理人对人力资源管理和项目管理之间的关键差异有各种不同的理解，如果有的话。有些人认为这是一瓶装在新瓶子里的同样的老酒，上面有一个花哨的标签；这只是一个当代的词。
Some experts state that there is no difference between HRM and personnel management. They declare that the two terms can be used interchangeably. They assert that the only evident change is merely condensed into the “re-labelling process” (Legge, 1989). Another advocator of the “change of label” philosophy was Torrington (1989), not to forget about the fact that there was and there is no valid statement defining to what extent PM and HRM differ. However, Sisson (1990) believed that the fancy name of HRM may at least release personnel management from its welfare hindering intension and thus far, assist the weak function of personnel management. In response to that, Armstrong (1987) and Guest (1989) ascertain that a new bottle for the old wine at least serves the marketing purposes appropriately. Furthermore, HRM has worthy contributions to people, recognizing them as core competencies of an organization buying attention and trust for traditional personnel management. (Armstrong 1987).there is no doubt that the story of HRM stems from the traditional PM, however it is yet to be proven whether it is a profound concept or just a ornamental label decorating the rusty structure of PM.
一些专家指出，人力资源管理和人事管理之间没有区别。他们声明这两个术语可以互换使用。他们断言，唯一明显的变化只是浓缩到“重新贴标签的过程”中（Legge，1989）。“标签变化”哲学的另一个倡导者是Torrington（1989），不要忘记一个事实，即过去和现在都没有有效的声明来定义PM和HRM的不同程度。然而，Sisson（1990）认为，人力资源管理的花哨名称至少可以将人事管理从其阻碍福利的内涵中释放出来，从而有助于人事管理功能的弱化。对此，Armstrong（1987）和Guest（1989）确定，一瓶新的老酒至少可以适当地用于营销目的。此外，人力资源管理对员工做出了有价值的贡献，承认他们是组织的核心能力，为传统人事管理赢得了关注和信任。（Armstrong 1987）。毫无疑问，人力资源管理的故事源于传统的PM，但它是一个深刻的概念，还是仅仅是装饰PM锈迹斑斑的结构的装饰性标签，还有待证明。
In this essay, to address the question: “To what extent, if at all, is HRM a “new” or different from personnel management or other forms of managing the employment relationship?”, the transformational development of HRM will be explained in order to identify and compare various models of HRM from inception, and to discuss the extent of differentiation, regarding the theoretical and practical perspectives, similarities and differences between PM and HRM are outlined, but previous to drawing them, soft and the hard models of HRM will be prefaced. Ultimately, a brief conclusion would summarize the discussion clarifying whether or not HRM is the story of old wine in new bottles.
在本文中，为了解决以下问题：“如果有的话，人力资源管理在多大程度上是一种“新的”或不同于人事管理或其他形式的雇佣关系管理？”，将解释人力资源管理的转型发展，以便从一开始就识别和比较各种人力资源管理模式，并讨论差异的程度，从理论和实践角度，概述了PM和人力资源管理之间的异同，但在绘制它们之前，首先介绍了人力资源管理的软模型和硬模型。最后，一个简短的结论将总结讨论，澄清人力资源管理是否是新瓶装旧酒的故事。
FROM INDUSTRIAL RELATIONS TO HRM 从劳资关系到人力资源管理
With the purpose of explaining and comprehending the term Human Resource Management and how possibly it differs from PM, it is important to trace its origins back in history. The roots of managing people can be found in the late eighteenth and early nineteenth century, during the Industrial Revolution (Bratton & Gold, 2007), when improvement of working conditions was a common mood of the society, early attempts to welfare policies commenced by labor unions, and it has been known as the movement toward industrial betterments. Torrington et al. (1991) say that the primary responsibilities of the pioneer labor welfare societies were mostly regarding ‘distributing bonuses to the worthy and helpless workers’ (Torrington et al., 1993:3). The same concept of industrial relations was about to take a modern shape. ‘The term industrial relations generally depict the schematic connection of managers and worker associations and related institutional agreements’ (Tyson 2006).
为了解释和理解人力资源管理一词，以及它与PM的区别，追溯其历史渊源是很重要的。管理人员的根源可以在18世纪末和19世纪初的工业革命期间找到（Bratton&Gold，2007），当时改善工作条件是社会的普遍情绪，工会开始的福利政策的早期尝试，它被称为工业改良运动。Torrington等人（1991）表示，先锋劳工福利协会的主要职责主要是“向有价值和无助的工人分配奖金”（Torringtton等人，1993:3）。同样的劳资关系概念也即将形成现代形态劳资关系一词通常描述了管理者和工人协会以及相关制度协议之间的示意性联系（Tyson 2006）。
‘World War II was the kick start of extended PM professions in war factories mostly in terms of personnel viewpoints, and for trembling organizations that were struggling in the red ocean of intense competition; it appeared in terms of unionizations. It was providing assistance to organizations in negotiations and other institutional consultations as such’ (Bratton & Gold 1999 2003)
“第二次世界大战是战争工厂扩展PM职业的开端，主要是从人员角度，以及在激烈竞争的红海中挣扎的颤抖的组织；它出现在工会方面。它在谈判和其他机构协商中向各组织提供援助”（Bratton&Gold，1999年，2003年）
After World War II, personnel management emerged in efficiency of the entire company, the focal point of it, from dealing with workers has been redirected to employers’ (Tyson and York 2000). . To define PM, it refers to managing human resource with organizations, which includes recruitment and selection, training and employee development, appraisal and reward, discipline and dismissal (Heery & Noon, 2001) .Keenoy (1990) observed PM in a state of blurriness since it was striving for allocating a state of stability and equilibrium between organisational demands and employee demands. Therefore, the strategic HRM was turning toward running away from this vagueness, by stating that proliferation of employee satisfaction and loyalty would highly serve organizational goals.
第二次世界大战后，人事管理在整个公司的效率中出现，其焦点从与工人打交道转向了雇主（Tyson和York，2000年）。定义PM是指与组织一起管理人力资源，包括招聘和选拔、培训和员工发展、评估和奖励、纪律和解雇（Heery&Noon，2001）。Keenoy（1990）观察到PM处于模糊状态，因为它正在努力在组织需求和员工需求之间分配稳定和平衡的状态。因此，战略性人力资源管理正转向摆脱这种模糊性，指出员工满意度和忠诚度的激增将高度服务于组织目标。
In the late 1980s the term Human resource management emerged in Britain. As Torrington et al. (1991) says there is a “change of emphasis and attitude” into it. In better words, According to Mackay and Torrington (1986), HRM is “directed mainly towards management needs for human resources (not only employees) to be provided and deployed. It stresses on monitoring and control along with proper planning rather than on problem-solving and mediation. It is totally identified with management interests and is relatively distant from the workforce as a whole.”
20世纪80年代末，英国出现了“人力资源管理”一词。正如Torrington等人（1991）所说，这是一种“重点和态度的改变”。换句话说，根据Mackay和Torrington（1986），人力资源管理“主要针对提供和部署人力资源（不仅仅是员工）的管理需求。它强调监督和控制以及适当的规划，而不是解决问题和调解。它与管理层的利益完全一致，与整个劳动力相对较远。”
PERSONNEL MANAGEMENT vs. HRM 人事管理与人力资源管理
Subsequent to sketching a brief background of managing people in organizations and the process of emerging various models and definitions, the controversial topic of PM vs. HRM has become the focal point of discussions among HR academics.A number of them, Legge(1989) for instance, advocate the view of “not many” differences between the two approaches, though the divergence of various aspects under this topic is inevitable.
在简要介绍了组织中管理人员的背景以及各种模型和定义的出现过程之后，PM与HRM这一有争议的话题已成为人力资源学者讨论的焦点。其中一些人，例如Legge（1989），主张两种方法之间“没有太多”差异的观点，尽管在这个主题下各个方面的分歧是不可避免的。
Torrington (1989) regards personnel management as a consistent procedure of upfolding and development, through which more expertise are requested. ‘In the frame of this developmental procedure, HRM is rasping another facet for the traditional PM’ (Torrington, 1989, cited by Armstrong, 2000), and is not at all a disruptive or radical concept.
Torrington（1989）将人事管理视为一个不断提升和发展的过程，通过这个过程需要更多的专业知识在这一发展过程的框架内，人力资源管理正在为传统的PM’（Torrington，1989，Armstrong引用，2000）打磨另一个方面，它根本不是一个颠覆性或激进的概念。
From another point of view, HRM is referred to as a ‘thoroughly different approach to people management in the workplace’ (Storey 1989: 4). According to this viewpoint, ‘HRM presents an entirely different framework of PM, thus it is considered to be a divergence from traditional personnel management’ (Storey 1989)
从另一个角度来看，人力资源管理被称为“工作场所人事管理的一种完全不同的方法”（Storey 1989:4）。根据这一观点，“人力资源管理提出了一个完全不同的PM框架，因此它被认为是与传统人事管理的分歧”（Storey 1989）
An outstanding aspect of HRM, which is its strategic integration, draws a line of distinction between HRM and PM (Beardwell and Holden, 2001). ‘The vertical integration is aimed to achieve a close relationship between business strategy and people management strategy at the same time horizontal integration is aimed to ensure that personnel and development activities are mutually reinforcing, in other words, the pursuit of a business focus to people management which creates and sustains competitive advantage’ (Pilbeam and Corbridge, 2002).
人力资源管理的一个突出方面，即其战略整合，在人力资源管理和PM之间划清了界限（Beardwell和Holden，2001）纵向一体化旨在实现业务战略和人员管理战略之间的密切关系，同时横向一体化旨在确保人员和发展活动相辅相成，换言之，追求将业务重点放在人员管理上，从而创造和维持竞争优势”（Pilbeam和Corbridge，2002）。
Traditional personnel management view workers as robots, but HRM sees employees as human beings, as crucial business assets. By predicting aptitude gaps and needs, planning for motivational and promotional structures, and get a productive team by teaming up the employees, HRM strives for merging workforce and organizational objectives.
传统的人事管理将员工视为机器人，但人力资源管理将员工视作人，视为重要的商业资产。通过预测能力差距和需求，规划激励和晋升结构，并通过与员工合作建立一个富有成效的团队，人力资源管理努力将员工和组织目标相结合。
As the concept of HRM annex value and integration to the concept of PM, it is not of a same kind but is composed of various philosophies and theories, for the sake of a better understanding, the two main spectrum of HRM, ‘soft’ and ‘hard’, will be further elaborated.
由于人力资源管理的概念是对PM概念的附加价值和整合，它不是一个同类，而是由各种哲学和理论组成的，为了更好地理解，将进一步阐述人力资源管理“软”和“硬”两个主要光谱。
‘SOFT’ AND ‘HARD’ MODELS OF HRM 人力资源管理的软模型和硬模型
‘On one side of the coin, there is the claim of the strong marching on of HRM’ (Storey 1995; Walton 1985) as well as the attractive idea of soft Human Resource Management (for example, people is the source of change; your labor is your asset; workforce are the source of sustainable competitive advantage or edge.) (Sisson & Storey 2000) ‘The other side of spectrum is the concept of Hard model, the slow diffusion of ‘soft’ HRM practices’ as Legge 2005 and Storey & Sisson (1990, 2000) suggested, ‘and the greater stress would be on the focus point of fundamental value of the business’ (Keenoy 1990; Legge 1995), ‘and likewise the improper execution of strategic HRM’ (Keenoy 1999).
“硬币的一面是人力资源管理的有力推进”（Storey 1995；Walton 1985），以及软人力资源管理（例如，人是变革的源泉；你的劳动力是你的资产；劳动力是可持续竞争优势或优势的来源）的诱人理念（Sisson&Storey 2000）“光谱的另一面是硬模式的概念，如Legge 2005和Storey&Sisson（19902000）所建议的“软”人力资源管理实践的缓慢扩散”，“更大的压力将集中在业务的基本价值的焦点上”（Keenoy 1990；Legge 1995），“以及战略人力资源管理的不当执行”（Keenoy 1999）。
Truss (1999) states that ‘soft’ and ‘hard’ models of HRM are “diametrically opposed along a number of dimensions.” At the same time other authors, like Armstrong (2000), claims that there no clear cut difference between the two approaches. This seems to be true for at least some theoretical dimensions such as strategic integration. In ‘hard’ HRM models people are regarded as human capital in which the organisation invests, and from which the organisation expects return on its investment to achieve competitive advantage. Employees are seen as a resource to be utilized and, perhaps, as a cost to be minimised. ‘Hard’ models are strongly focused on the strategic integration of HRM with business goals (Legge 1995). Therefore, people are strictly directed and controlled through quantitative performance management and HR databases. Whereas ‘soft’ models emphasise the strategic and quantifying management aspect of HRM, ‘soft’ models stress the human resource aspect (Legge 1989: 26, Guest 1989), to recap, Truss (1999) states, in ‘hard’ models the term ‘resource’ is underlined, while in ‘soft’ models it is the term ‘human’.
特拉斯（1999）指出，人力资源管理的“软”和“硬”模型“在许多维度上是完全对立的”与此同时，其他作者，如Armstrong（2000），声称这两种方法之间没有明显的区别。这似乎至少在一些理论层面上是正确的，比如战略一体化。在“硬”人力资源管理模式中，人被视为组织投资的人力资本，组织期望从中获得投资回报以获得竞争优势。员工被视为一种需要利用的资源，也许也是一种需要最小化的成本。”“硬”模式主要侧重于人力资源管理与业务目标的战略整合（Legge 1995）。因此，通过量化绩效管理和人力资源数据库，对人员进行严格的指导和控制。“软”模型强调人力资源管理的战略和量化管理方面，而“软”模式强调人力资源方面（Legge 1989:26，Guest 1989），回顾一下，特拉斯（1999）指出，在“硬”模型中强调“资源”一词，而在“软”模块中强调“人”一词。
In ‘soft’ HRM employees are “valued assets” and a “source of competitive advantage.” (Legge 1995) They are regarded as capable and worthy of development, and experience considerable job autonomy and a high level of trust from management (Truss 1999).
在“软”人力资源管理中，员工是“有价值的资产”和“竞争优势的来源”（Legge 1995）他们被认为有能力和值得发展，并经历了相当大的工作自主权和管理层的高度信任（特拉斯1999）。
Organisational culture and its promotion by management is highlighted. Direct and individual communication, employee involvement, motivation, and identification with missions and goals are regarded as crucial for organisational success. The commitment of employees is strongly desired as a precondition for increased effort and performance. At the same time, commitment is expected to facilitate self-regulated behaviour and, thus replace direct forms of supervision, pressure and control as they are typical for ‘hard’ HRM models and conventional personnel management (Truss 1999; Guest 1991).
强调了组织文化及其管理层的推动作用。直接和个人的沟通、员工的参与、动机以及对使命和目标的认同被认为是组织成功的关键。员工的承诺是提高努力和业绩的先决条件。同时，承诺有望促进自我监管行为，从而取代直接形式的监督、压力和控制，因为它们是“硬”人力资源管理模式和传统人事管理的典型形式（特拉斯1999年；来宾1991年）。
FINDINGS AND DISCUSSION 调查结果和讨论
Soft and hard model of HRM are contradictorily different in terms of basic concepts; however Guest (1989) proposed the integration of the two approaches into one theory of HRM. Outlining the similarities and differences between personnel and HRM may draw the discussed theories and philosophies into a comprehensible close.
人力资源管理的软模式和硬模式在基本概念上存在着矛盾性差异；然而，Guest（1989）提出将这两种方法整合为一种人力资源管理理论。概述人事与人力资源管理之间的异同，可以使所讨论的理论和哲学达到一个可理解的结局。
5.1. Similarities 相似之处
Analysing and comparing definitions of both personnel and HR management, Legge (1989) finds that “there are clear similarities between the two.” In both models the strategies for managing personnel are derived from the business strategy and integrated with organisational goals. Especially Guest (1989) believes that the strategic orientation of ‘hard’ HRM models reconfirms the concept of personnel management, therefore, according to Guest (1989) there is no, or marginal differences between HRM and PM.
Legge（1989）对人事和人力资源管理的定义进行了分析和比较，发现“两者之间有明显的相似之处。”在这两种模式中，管理人员的战略都源于业务战略，并与组织目标相结合。特别是Guest（1989）认为，“硬”人力资源管理模式的战略取向再次确认了人事管理的概念，因此，根据Guest（89）的观点，人力资源管理和PM之间没有差异，或存在边际差异。
To name one similarity, Armstrong (2001) sees similar approaches in HRM and PM regarding Recruitment and Selection activities, Compensation programs and performance management.
举一个相似之处，Armstrong（2001）在人力资源管理和项目管理中看到了类似的招聘和选拔活动、薪酬计划和绩效管理方法。
A further similarity between personnel and HR management found by Legge (1989) is that in both concepts the management and development of personnel acquire professional expertise and lies under the responsibility of management team. Despite of tremendous similarities, still many points of difference exists in the eyes of other HR professionals.
Legge（1989）发现，人事和人力资源管理之间的另一个相似之处在于，在这两个概念中，人员的管理和发展都获得了专业知识，并由管理团队负责。尽管有着巨大的相似之处，但在其他人力资源专业人士眼中，仍然存在许多不同之处。
5.2. Differences 差异
The outstanding strategic character of HRM is claimed to be one of the differences in emphasis between personnel and HR management. The formulation of HRM policies should explicitly take place at a strategic level within the organisation (Storey 1989). In better words, HRM needs to be implemented by senior managers, due to its heavy strategic nature, while conventional personnel management has always been known as a source of extra cost for many companies rather than being a source of competitive advantage. Based on Torrington (1989), this is aligned with strategic and “demand -driven” approach of hard HRM, which -again- focuses on organisational needs and bottom line.
人力资源管理突出的战略特征被认为是人事与人力资源管理在侧重点上的差异之一。人力资源管理政策的制定应明确在组织内部的战略层面进行（Storey 1989）。换言之，由于人力资源管理具有重大的战略性质，它需要由高级管理人员实施，而传统的人事管理一直被认为是许多公司额外成本的来源，而不是竞争优势的来源。基于Torrington（1989），这与硬人力资源管理的战略和“需求驱动”方法相一致，后者再次关注组织需求和底线。
A crucial requirement of soft HRM approach is the creation of organisational culture and values. The culture should be designed for gaining the employees’ commitment. Commitment is a prominent goal of HRM, as it is seen as a crucial precondition for high performance (Guest 1989). Besides high trust and commitment, another part of organisational culture as promoted by HRM is a more direct form of communication. HRM advocates a turn from collectivism to individualism (Sisson 1990). It neglects collective bargaining and unions, and promotes individual relations with direct forms of communication between management and employees (Storey 1989; Keenoy 1990). Storey and Sisson, along with Guest (1989) discuss that “employee relations” are persistently taking over “industrial relations”.
软性人力资源管理方法的一个关键要求是创造组织文化和价值观。文化的设计应能获得员工的承诺。承诺是人力资源管理的一个突出目标，因为它被视为高绩效的关键先决条件（Guest 1989）。除了高度的信任和承诺，人力资源管理促进的组织文化的另一部分是更直接的沟通形式。人力资源管理倡导从集体主义转向个人主义（Sisson 1990）。它忽视了集体谈判和工会，并通过管理层和员工之间的直接沟通形式促进了个人关系（Storey 1989；Keenoy 1990）。Storey和Sisson以及Guest（1989）讨论了“员工关系”正在持续取代“劳资关系”。
While personnel management often finds itself in an intermediate position between organisational demands and individual needs, soft HRM models maintain a coinciding relationship of organisational and individual interests. HRM policies and practices that are desirable for the employee are also beneficial to the achievement of organisational goals. Consequently, training and other means of development gain more importance and managerial attention than in personnel management (Torrington 1989). At the same time, soft HRM models grant more autonomy and self-responsibility to individuals (Torrington 1989), because a higher degree of autonomy is regarded as prerequisite for the organisation’s adaptability to change, i.e., the organisation’s flexibility (Guest 1989).Over all, the table below summarize the comparisons between the HRM and PM in various dimensions. [Appendix A]
虽然人事管理往往处于组织需求和个人需求之间的中间位置，但软人力资源管理模式保持着组织和个人利益的一致关系。员工所期望的人力资源管理政策和实践也有利于实现组织目标。因此，与人事管理相比，培训和其他发展手段获得了更多的重视和管理关注（Torrington 1989）。与此同时，软人力资源管理模式赋予个人更多的自主权和自我责任（Torrington 1989），因为更高程度的自主权被视为组织适应变化的先决条件，即组织的灵活性（Guest 1989）。总之，下表总结了人力资源管理和项目管理在各个方面的比较。【附录A】
HRM IN PRACTICE 人力资源管理实践
Sisson (2001) and Hoque and Noon (2001) studied the practical implementation of HRM. Sisson as well as Hoque and Noon discovered that HR managers are more involved with strategic management procedures and the formulation of strategic business plans than personnel managers. In addition to that, evidence suggests that wider devolution of authority has occurred in workplaces with an HR specialist, as opposed to a personnel specialist. (Hoque and Noon 2001). All in all, Sisson’s conclusion is clear: although there are some rays of hope like the development of strategic competence, the impact of HRM on the personnel function has only been partial (2001). Hoque and Noon (2001) are a little more optimistic and stress the difference that HRM makes. They propose not to “use the HR and personnel labels as synonyms (or interchangeable terms-as mentioned in the introduction) because empirically they represent specialists who are operating in distinct ways”.
Sisson（2001）和Hoque and Noon（2001）研究了人力资源管理的实际实施。Sisson、Hoque和Noon发现，人力资源经理比人事经理更参与战略管理程序和战略商业计划的制定。除此之外，有证据表明，与人事专家相比，人力资源专家在工作场所进行了更广泛的权力下放。（Hoque和Noon，2001年）。总之，Sisson的结论是明确的：尽管有一些希望的曙光，比如战略能力的发展，但人力资源管理对人事职能的影响只是部分的（2001）。Hoque和Noon（2001）更为乐观，并强调了人力资源管理所带来的差异。他们建议不要“将人力资源和人事标签用作同义词（或引言中提到的可互换术语），因为从经验上讲，它们代表了以不同方式运作的专家”。
7. PAUSE FOR THOUGHT 停下来思考
Whichever perspectives, HRM or PM, do managers deal with more beneficially? Mostly the differences are not clear: labels and terms, do not give us any hints. It has become evident that in many companies, both concepts of HRM and PM are followed concurrently.
无论从哪个角度，人力资源管理还是项目管理，管理者都能从中受益？大多数情况下，差异并不清楚：标签和术语不会给我们任何提示。很明显，在许多公司中，人力资源管理和PM这两个概念是同时遵循的。
8. CONCLUSION 结论
HRM encompass two different models, soft and hard. The hard approach stresses and treats people as resources and core competencies of a company while in soft approach, the humanistic side of HR is highlighted and the role of training and development, commitment and communication, culture and etc. comes to play. In theory, HRM shares many similarities with PM, interestingly enough, in practice; it is still not easy to point the differences, thus, it can be stated that it is a subjective topic and there is no clear cut answer to the question of ” to what extent, HRM differs from PM?”
人力资源管理包括两种不同的模式，软模式和硬模式。硬方法强调并将人视为公司的资源和核心能力，而软方法则强调人力资源的人文一面，并发挥培训与发展、承诺与沟通、文化等作用。在理论上，人力资源管理与PM有很多相似之处，有趣的是，在实践中；指出差异仍然不容易，因此，可以说这是一个主观的话题，对于“人力资源管理在多大程度上与PM不同？”这个问题没有明确的答案
The adaptation of HRM or PM differs from one company to another, depending on the managers understanding and organizational needs. The case in point is that the strategies must be adopted upon own organizational aims, thus as time marches on, it varies from company to company, and the patterns should differ. Defining the roles would be relatively different, addressing the requirements. Industrial Relation Management is still the best option for some; subsequently there would be no clear-cut line between HRM and PM in such companies. In spite of that, there are companies being active in the fields of labor advancements, cultural developments, motivational factors, etc., hence, rather than the traditional PM, they can claim for being HRM based.
人力资源管理或项目管理的适应因公司而异，这取决于管理者的理解和组织需求。恰当的例子是，战略必须根据自己的组织目标来采用，因此随着时间的推移，不同公司的战略也不同，模式也应该不同。定义角色将相对不同，以满足需求。对一些人来说，劳资关系管理仍然是最好的选择；随后，在这类公司中，人力资源管理和PM之间将没有明确的界限。尽管如此，仍有一些公司活跃在劳动力进步、文化发展、激励因素等领域，因此，与传统的PM不同，他们可以声称自己是基于人力资源管理的。
Managing people is always dynamic, demanding consistent change in managing styles, theories and practices, and will continue in future to demand the changing management style, philosophy, actions and answers, that best address the solutions for ever challenging career of organizations.
管理人员始终是动态的，要求不断改变管理风格、理论和实践，并将在未来继续要求不断变化的管理风格、哲学、行动和答案，以最好地解决组织不断挑战的职业生涯的解决方案。
One thing is sure; this function is certainly no old wine in a new bottle – whether one calls it Personnel, or Human Resource Management!
有一点是肯定的；这个功能当然不是新瓶装旧酒——无论人们称之为人事还是人力资源管理！
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