Team Management Blog 9

Reward management is intrinsic rewards focus on personal accomplishments and psychological satisfaction, extrinsic rewards are financial in nature and offered mostly in the form of a pay hike, incentives (Dysvik & Kuvaas 2013). Therefore, pay rise, incentives form part of extrinsic rewards whereas intrinsic rewards focus on motivating employees to perform a task. Furthermore, researchers have identified a strong correlation between the two which says, rewards motivate an employee to perform well, provide good service and thereby generate profit, and vice versa (Herzberg 2017). According to Mayo’s theory, employees, if given a degree of freedom and a feeling of importance, tend work well to achieve business productivity (Mottershead et al. 2015). Rewards can also be in the form of verbal appreciation of monetary appreciation. Therefore, a series of job design-job extension technique is a popular method in HRM used to boost their morale and sense of responsibility, by adding additional tasks to their profile (Singleton & Spurgeon 2017). This technique helps motivating an employee involved in a monotonous nature of job. For example, a receptionist in an office was delegated the task of hand-delivering mails to employees.

Table 1


Performance management module administering the performances of Team Management and their teams, the SHRM module manages the performance of the overall organization. It is the system where each one’s contribution is acknowledged, and their goals and objectives are set according to expectations (Ashdown 2014). Furthermore, SHRM believes that it is also a way to build a cordial relation with line managers because of the regular and open feedback provided. Therefore, employees get clarity on their roles and their career paths. Also, it promotes job satisfaction, thereby improving retention rate, loyalty, and organizational performance.

Table 2


Organizational SHRM provides a framework for employees’ roles and responsibilities for them to be able to perform their jobs properly. Succession planning is one of its biggest benefits for employers (Stanford 2015). Therefore, having a strong SHRM structure helps Team Management in identifying potential talent, training them, and preparing them for bigger roles and the comprehensible structures. SHRM today, offers potential benefits in increasing profit and productivity in organizations. It is considered as one of the highest revenue drivers (Taylor & Woodhams 2016). Some of the SHRM practices have direct impact on profit and productivity.

Functional flexibility in a workplace is a process of moving employees from one role to other. This helps employers adopt to changing structures and gives employees an opportunity to learn. Numerical flexibility, on the other hand, gives employers an ability to adjust team members according to demand, it also provides employees flexibility in terms or workplace and timings (Allen et al. 2013). An example of functional flexibility in an organization is providing an opportunity to sales and marketing staff to get into product development and vice versa. Numerical flexibility is provided through part-time working and telecommute options. Therefore, flexibility in workplace can be achieved by following said theories of the organizations. According to these theories, employees are divided into three groups. The core group consists of multi-skilled employees required to run business successfully. First peripheral consists of contractors and second peripheral has outsourced, part-time workers (Kew & Stredwick 2017). For an example, in Airline industry, productions, sales, cabin crew are form the core team. The first peripherals are contractors, include maintenance, IT and cargo. Whereas tele-sales team form the second peripheral.

Technological advancements have immensely helped in improving efficiency of SHRM practices. Therefore, several time-consuming tasks can now be done automatically allowing SHRM to focus on areas increasing productivity such as employee development and corporate trainings and several practices as payroll, performance management and employee induction are performed by computer applications (Bondarouk & Olivas-Lujan 2014). Furthermore, through an effective rewards management system, a company not only keeps employees happy and loyal, but it also saves massive costs of recruitment and training. Henceforth, when employees are clear about their roles, responsibilities, and goals, it ensures high performance (Howard et al. 2016). A good rewards system has helped many organizations obtain a talented pool of Team Management and subordinates. It also helped retain the corporate status and reputation. While Taylor’s motivational theory states, workers must be considered as means of raising productivity and money is the only way to motivate them and Herzberg’s theory states, human needs are more important than money and an attention to these needs leads to job satisfaction and productivity hike (Miner 2015).

Table 3


Content 1 



Performance management is a unique 360-degree performance feedback in Team Management which allows Team Managers to evaluate their team members performance against their members to assign job task in forming stage according to Tuckman's Theory. Therefore, an engaging performance management system creates a positive environment and nurtures growth opportunities (Demartini 2013). This way, employees feel valued and they are ready to take up more responsibilities and strive to perform well in any kind of work situations. Performance Management is a process through Team Management and the SHRM Teams plan and set objectives (Goals) for an employee and assess the performance based on completion (Cardy & Leonard 2014). Therefore, the managers review the performance periodically to ensure their employees know their goals and provide constant feedback instead of waiting for the annual performance appraisal of the team member. Furthermore, an employee with a below average performance is provided with a development plan and an opportunity to get back on the track within a said period.

List of References

Allen, T, Johnson, R., Kiburz, K. & Shockley, K 2013. ''Work–Family Conflict and Flexible Work Arrangements'', Deconstructing Flexibility. Personnel Psychology, 66(2), pp. 345-376.

Ashdown, L 2014, Performance Management.1st (ed.) London.

Bondarouk, T & Olivas-Lujan, M 2014, Human Resource Management, Social Innovation and Technology. 1st (ed.). 

Cardy, R & Leonard, B 2014, ''Performance Management'', Concepts, Skills and Exercises, 2nd (ed.) New Jersey, United States.

Demartini, C 2013, ''Performance Management Systems'', Design, Diagnosis and Use. 1st (ed.) Hamburg, Germany.

Dysvik, A & Kuvaas, B 2013, ''Intrinsic and extrinsic motivation as predictors of work effort'', the moderating role of achievement goals. British Journal of Social Psychology, 52(3), pp. 412-430.

Herzberg, F 2017, ''Motivation to Work'', 1st (ed.), New Jersey, United States.

Howard, L., Turban, D & Hurley, S 2016, ''Cooperating Teams and Competing Reward Strategies'', Incentives for Team Performance and Firm Productivity., Journal of Behavioral and Applied Management, 3(3), p. 1054.

Kew, J & Stredwick J 2017, ''Business Environment: Managing in a Strategic Context'', 2nd (ed.) London. 

Miner, J 2015, ''Organizational Behavior'', Essential Theories of Motivation and Leadership. 1st (ed.) New Jersey, United States.

Mottershead, A., Grant, A., & Kelt, J., 2015, '' OCR Business for A Level'', (1st ed.), London.

Stanford, N 2015, ''Economist Guide to Organization Design'', 2nd (ed.), Creating high-performing and adaptable enterprises. 2nd (ed.). 

Taylor, S & Woodhams, C 2016, ''Studying Human Resource Management'', 2nd (ed.) London.

 

 


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