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
performance because of the impact it has on peoples 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.
Its 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.
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.