a) Human Recourse management

Human Resource Management (HRM) is the function within an organization that focuses on the

recruitment of, management of, and providing direction for the people who work in an

organization.

The HRM department members provide the knowledge, necessary tools, training, administrative

services, coaching, legal and management advice, and talent management oversight that the rest

of the organization needs for successful operation.

HRM functions are also performed by line managers who are directly responsible for the

engagement, contribution, and productivity of their reporting staff members. In a fully

integrated talent management system, the managers play a significant role in and take ownership

responsibility for the recruitment process. They are also responsible for the ongoing development

of and retention of superior employees.

b) Rewards Management

Reward management is about the design, implementation, maintenance, communication and

evolution of reward processes which help organizations to improve performance and achieve

their objectives.

Reward processes are based on reward philosophies and strategies and contain arrangements in

the shape of policies and strategies and contain arrangements in the shape of policies, guiding

principles, practices, structures and procedures which are devised and managed to provide and

maintain appropriate types and levels of pay, benefits and other forms of reward. This constitutes

the financial reward aspect of the process which incorporates processes and procedures for

tracking market rates, measuring job values, designing and maintaining pay structures, paying

for performance, competence and skill, and providing employee benefits. However, reward

management is not just about money. It is also concerned with those non-financial rewards

which provide intrinsic or extrinsic motivation.

Reward management has an important part to play in the development of cultures in which

individuals and teams take responsibility for continuous improvement. It affects organizational

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performance because of the impact it has on people’s expectations as to how they will be

rewarded

Organization must reward employees because in return, they are looking for certain kind of

behavior; they need competent individuals who agree to work with a high level of performance

and loyalty. Individual employees, in return for their commitment, expect certain extrinsic

rewards in the form of salary, promotion, fringe benefits, perquisites, bonuses or stock options.

Individuals also seek intrinsic rewards such as feelings of competence, achievement,

responsibility, significance, influence, personal growth, and meaningful contribution. Employees

judge the adequacy of their exchange with the organization by assessing both set of rewards.

c) Conflict restoration management

Conflict, or more specifically, interpersonal conflict, is a fact of life, and particularly of

organisational life. It often emerges more when people are stressed, for example, when there are

changes on the horizon, or when everyone is under pressure because of a looming deadline.

However, conflict can also arise in relationships and situations outside work.

Handling conflict in ways that lead to increased stress can be detrimental to your health. Poor

conflict management can lead to higher production of the stress hormone cortisol, and also cause

hardening of the arteries, leading to increased risk of heart attacks, and high blood pressure.

Learning to deal with conflict in a positive and constructive way, without excessive stress, is

therefore an important way to improve your well-being as well as your relationships.

It’s important to emphasise that dealing with conflict early is usually easier, because positions

are not so entrenched, others are less likely to have started to take sides, and the negative

emotions are not so extreme. The best way to address a conflict in its early stages is through

negotiation between the participants.

Conclusion

Anyone who begins to try to help other people in a conflict situation must first come to grips

with their own internal conflict about whether or not to intervene. These factors have proven to

be important indicators as to the appropriateness of intervening.

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References:

Armstrong, Michael (2007). A handbook of employee reward management and practice (2nd

ed.). Philadelphia: Kogan Page.

Murlis, Michael Armstrong & Helen (2004). Reward management: a handbook of remuneration

strategy and practice (5th ed.). London [u.a.]: Kogan Page. 

Mitchell, T.R. (1982). Motivation: new directions for theory, research, and practice. The

Academy of Management Review. [E-journal]. 7(1), 80-88.

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