Human Resources Development, Performance and Reward Management - Essay Example

HUMAN RESOURCES DEVELOPMENT, PERFORMANCE AND REWARD MANAGEMENT Name: Course: Instructor’s name: Institution: Date: Introduction According to human resource management, there is need to develop a performance and reward management in an organization. The primary role of performance and reward management is to enhance the employee performance and motivation (Holbeche, 2009, p.32). In addition to the primary roles, the reward management focuses on the retention of high performer employees as well as creating a complete and updated performance. The reward management, therefore, has a critical role to play in the management of staffs in an organization. From the reward framework in the human resource management team in an organization, two types of remuneration are aimed at retention of employees; the fixed and variable remuneration which are designed and planned to serve a long term effect on the organization. From the example case where new employee, 31 year old who is a high performer to the organization doesn’t get challenged, feels bored and want to quit the job. To retain these employees in the organization, performance and reward team in the organization has to refine the following features of performance management. Conducting a stay interview Conducting a stay interview is the very best and significant step for the management of 31 year old high performer in an organization. The stay interviews will focus on the reasons why the employee wants to leave the job. According to human resource management, high performers are like eagles, and they are never challenged, but they always get stimulated. The stay interview data will, therefore, collected data concerning a personal view of the employees while in the organization. Asking question about the issues that can make the employees leave the job, about their preferences and opinions concerning the scheme of service is the source of information to strategically plan for the management of the employees. The information from the employees is then used to transform the inefficient process in the organization. Since most of the inefficient processes are internal factors and functions affecting the staff according to SWOT analysis, the strengths in the organization should then be used as the transformational tools. The reason for conducting a stay interview will, therefore, be important in identifying the areas to improve the morale and retention rate of the employees. Showing real interest in the 31 year old employee who is a high performer The features of human resource management regarding performance management are giving inspirational challenges to the employees and being passionate about the goals of the organization. To retain the 31year old employee, the HRM has a duty to integrate the high performers by showing emotions and generating enthusiasm in the employees. Another feature is connecting with the employee by showing a real interest in them. Through well-analyzed information concerning what motivates and inspires the workers the organization, the human resource development team in the organization has a duty to show the new employees that they are valued (Thomson 2008). Some employees feel that their contributions are so important to the organization and from this idea as a resource manager they should be valued for productive and long-term commitment to the organization. Making the staff members feel appreciated is also another feature and strategy to retain employees, especially high performers. Appreciation of higher performer employees includes giving feedback concerning their assignments and professional development (Thomson 2008). Also, promotion of flexibility in the organization is a reward for the employees. Flexibility in the working place is a barrier to the staff if the management is very strict, the need to exercise freedom in the working environment gives motivation and morale for high and positive performance (Thomson 2008). Specification of job descriptions Another step in managing the 31 year old high performer in the organization is to specify on the job description (Werner & DeSimone, 2014). Most of the integrated organizations have a standard job description without considering the management. In the cases of an integrated organization, the employees perform similar tasks thus the high performers are never challenged. A job description is the open and direct assignment of roles and responsibilities. According to HRM, there are strategies to organize the employees regarding their duties and rank of seniority. Most of the employees like in the above case leave the job due to lack of awareness of all responsibilities in newly held position in the job (Werner & DeSimone, 2014). The clear statement of responsibilities has a weight in evaluating whether an employee is suitable for the job or not. Regarding performance, high performers are dominant and to keep a good performance of the organization they should be respected. A well-described job position gives both the bad and good duties, and therefore, the employee has a chance to evaluate the job before starting. Blind jobs are the reasons why good performers quit their positions. In addition to the job description, salary is a key factor to consider for a newly employed staff. Short stints are frequent in new hires due to poor job description at the start of the job (Werner & DeSimone, 2014). From the example case, the manager should, therefore, renew the job description considering the performance of the new employees. Developing a good relationship with the newly hired employee Developing a good relationship with the newly hired staff 31 year old who is high performer in the organization is a strategy to retain the employee (Kyriakidou, 2010). According to human resource developer, the newly employed staffs are always motivated to fit in the organization. From the data collected in the stay interview, there are mushrooming issues for every new employee. The primary function of HRD in the case organization will be integrating the new hires to the organization environment. The reasons for a boring environment in the organization by the newly hired workers might also be social factors. The human resource manager in the organization should add a task to introduce the new employees to the rest older employees. Familiarization is another issue concerning the boredom by the new hires thus their will gets de-motivated to work for the organization. To overcome boredom in the working environment, the HRM should ensure the newly employed staffs are familiar with the surrounding environment (Kyriakidou, 2010). From the organization study case, the employees who are high performers bear characteristics like self-motivated and disciplined. The significance of these characteristics in the organization is to achieve the target of the organization. To retain these employees, the human resource management team should integrate with the human resource development to hold an open communication with the new employees. The strategy used on this occasion should e based on confidentiality. Some information is not shared openly with the public concerning secretive planning of an organization. In the organization case study, holding an open communication to the high performers will include planning strategies together with the high performing team (Kyriakidou, 2010). This strategy will keep the team updated, and self-centred to take ownership of their jobs. From the organization study case, the newly employed staffs are faced with displacement from the older employees. Taking ownership of the job by the newly hired 31 year old employee is a strategy to retain the employee. Another role in the organization HRD is to ensure that there is continuous improvement in the organization so that the high performers feel challenged. According to Armstrong continuous improvement is an important component of increased organization competitiveness (Kyriakidou, 2010). The HRD has the duty to develop a continuous improvement culture to retain the high performers who don't feel challenged in the job. The fruits of continuous improvement culture are giving rise to innovation culture from the high performers thus giving them a job ownership. Helping the newly hired high performer Helping the 31 year old high performer to grow is another strategy according to reward management (Abdullah, 2009). The employees are rewarded in many ways that facilitate their growth. This strategy will ensure that the employees are retained in the organization thus contributing to the good performance of the organization. Helping the employees grow examples are, giving them an opportunity to expand their skills and promotion (Abdullah, 2009). Improving on their skills involves, sending the employees to training programs like workshops. The initiative of human resource management through collaboration with reward management has a primary role to ensure the high performing employees don't get bored in the workplace thus facilitating their stay (Semone, 2012). Another strategy concerning training is that offering the staffs a chance to train will equip the high performers with information that you are willing to invest in their future (Semone, 2012). Most of the high performers have self-motivation to perform better every time thus their skills need to be improved through training and attending of workshops so that they will feel incorporated in the organization. Promotion of the 31 year old high performer is a strategy by the human resource development manager to retain the high performers (Malo, 2011). The gap between the high performers and the standard staffs or low performers is a challenge to high performers due to lack of recognition. According to human resource management strategies on revolutionizing of staffs in an organization to free boredom in their workplace, the high performers are always focused on good performance and output. The strategy can also apply to the case study to retain the high performers to have a sound production. The promotion ladder in the organization has specific definition according to the human resource development (Malo, 2011). One of the functions of HRD is ensuring that there are continuous improvements for the organization. High performers from an assessed view should, therefore, be promoted to maintain their morale, self-motivation and focus target of the organization (Malo, 2011). Promotions in the organization will retain the skilled performers in the study case. From the study case, the high skilled performers can developed a mentality of ‘‘us'' against ‘‘them''. This mentality has a big barrier towards a good performance of the output of the organization. The mentality can also create the idea of quitting the job. Concerning the case study, the leadership of the HRM should allot some time for the employees to criticize the jobs allocated. In so doing the leadership will have played a great role to retain the newly hired employee whereby mingling with the workforce is the strategy. The bridge between employees and the leadership is the only barrier to eliminate so that there is solidarity in the workforce. Another barrier is left between the poor performers and the high performers whereby according to the study case, the high performers don't feel challenged. To eliminate this difference in the organization, the human resource development has the duty to manage the poor performers (Abdullah, 2009). Managing the poor performers involves eliminating the performers with poor and bad attitudes. The poor performers drain energy from the high performers whose goals and objectives are to ensure good performance of the organization. The poor performers also drain happiness and productivity of the high performers in the organization (Abdullah, 2009). The HRD, therefore, has to manage poor performers so that the high performers get challenged for the job. The reward management in the organization also should contribute in the retaining the high performers by giving incentives as a strategy. The organization's HRM in collaboration with reward management team have the task to motivate the 31 year old high performer through consistently, equitably and fair rewards so as to retain the employee. Conclusion The primary responsibilities of the human resource management in the organization to assess and manage the workforce have the biggest role in retaining the employees who are high performers (Kramar, Bartram, Gerhart, Hollenbeck, Noe, & Wright 2014, p.56). The issue of high performers leaving the job is an internal weakness of the organization which should be identified through a SWOT analysis of the organization. According to the features of the human resource development and reward management discussed above, the very important step is to conducts an interview directed to the 31 year old high performer. Establishing a good and healthy relationship between the management and the 31 year old high performer will also contribute to making them feel valued in the organization thus retaining their performance and long-term delivery (Kramar, Bartram, Gerhart, Hollenbeck, Noe, & Wright 2014, p.56). The reward management, according to strategies discussed above, has the biggest role in maintaining the positive response of the high performer to stick in the organization (Malo, 2011). The features of high performers are compared to eagles whereby they don't get challenged by the hard task but instead the challenges stimulate them and besides, they have a self-centred focus on performance and continuous improvement. Other strategies like promotion and leadership involvement of the high performers are steps in helping them to grow in performance. It is, therefore, the role of human resource management to revise on the strategies so to retain the employees. References Abdullah, H., 2009, "Evolving Terms of Human Resource Management and Development", Journal of International Social Research, vol. 2, no. 9, pp. 180-186. Holbeche, L., 2009, Aligning human resources and business strategy. Amsterdam, Butterworth-Heinemann. http://public.eblib.com/choice/publicfullrecord.aspx?p=435295 Werner, J.M & DeSimone, R.L, 2014,"Human Resource Development", European Journal of Training and Development, vol. 38, no. 3, pp. 254-258 Kyriakidou, N. 2010, "The Handbook of Human Resource Management Practice - By Michael Armstrong", International Journal of Training and Development, vol. 14, no. 1, pp. 77-79 Kramar, R., Bartramn, T. K., Gerhart, B. A., Hollenberck, J. R., Noe, R. A., & Wright, P. M. (2014). 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