摘要：In managing change, the key elements include controlled Industrial Relation (IR), employee involvement in effecting change, greater customer orientation, and ensuring that the skills of employees and effective Performance Management System (PMS) of the organization are appropriate to the production of goods and the provision of services acceptable to the global market. The increasingly significant role of HRM in achieving management objectives is reflected in the revolution of the Org anizational function. Globalization has led employers to push for less regulation of IR, less standardization of the employment relationship, and a greater focus on the workplace as the centre of gravity of IR. Employers as well as some governments are vie wing IR from a more strategic perspective, i.e., how IR can contribute to and promote workplace cooperation, flexibility, productivity and competitiveness. At the same time it is important that Performance management is beneficial to all the major stakehol ders of an organization by clearly describing what is supposed to be done for attaining certain desired goals. It is increasingly recognized that how people are managed impacts on an enterprise's productivity and on the quality of goods and services, labou r costs, the quality of the workforce and its motivation. It has evolved from a concentration on employee welfare to one of managing people in a way so as to obtain the best and highest productivity possible from the employee, through methods that provide the employee with both intrinsic and extrinsic rewards only from structured PMS & IR.
