Here is the synopsis of our sample research paper on How Employee And Industrial Relation Issues Are Related To Strategic HRM. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
3 pages in length. Employees and industry are not two separate entities that interact from opposing perspectives, although HRM has oftentimes acted as though this were the case. The chasm that can exist in the employee/industrial relation issues can be responsible for everything from poor company morale, sagging profit margins and disloyal consumers. Clearly, those in HRM who fail to acknowledge this connection are setting up the organization for failure by ignoring the synergy inherent to a mutually empowering association. Bibliography lists 3 sources.
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3 pages (~225 words per page)
File: LM1_TLCempindrela.rtf
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can exist in the employee/industrial relation issues can be responsible for everything from poor company morale to sagging profit margins and disloyal consumers. Clearly, those in HRM who fail
to acknowledge this connection are setting up the organization for failure by ignoring the synergy inherent to a mutually empowering association. The extent
to which employee/industrial relations reflect the particular type of business strategy is clearly apparent simply by looking at the manner by which certain companies function. If employees are not
satisfied with their work environment, one might then readily surmise that other components of the company are not effective addressed as well, with strategic elements ranking high on that list.
That HRM practices and business strategy are synergistically interwoven speaks to the need for employee support from the most seemingly insignificant position all the way up the chain of
command. Strategy is creating fit among a companys activities. The success of a strategy depends on doing many things well -- not just a few -- and integrating
among them. If there is no fit among activities, there is no distinctive strategy and little sustainability. Management reverts to the simpler task of overseeing independent functions, and
operational effectiveness determines a companys relative performance (Porter, 1998, p. 64). Employees are much more likely and willing to perform expected role behaviors when they are treated with respect,
acknowledged for their performance and made to feel an important part of the overall company objective. Treating an employee like a nameless, faceless drone will no more motivate positive
productive behaviors than will beating a dead horse; rather, employees require that positive connection through industrial relations if HRM wants them to conform to desired role behaviors. If HRM
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