Key Concepts of Human Resource Management - Workplace Bullying, Employee Perception, and Reward System

This report discusses the key concepts of human resource management, including workplace bullying, employee perception, and reward system. It also covers the impact of reward in an organisation, employee relation, and work-life balance. The report includes two articles that focus on bullying at work and the role of human resource management in managing conflicts between employees. The report concludes that developing strategies regarding reward system, employee relation, and work-life balance is important to establish a disciplined work environment and maintain employee relations.

1Running head: KEY CONCEPTS OF HUMAN RESOURCE MANAGEMENT
Key Concepts Of Human Resource Management
Name of the student
Name of the University
Author’s note

2KEY CONCEPTS OF HUMAN RESOURCE MANAGEMENT
Table of Contents
Introduction................................................................................................................................3
Article1:......................................................................................................................................3
Article 2......................................................................................................................................5
Conclusion..................................................................................................................................6
References..................................................................................................................................7

3KEY CONCEPTS OF HUMAN RESOURCE MANAGEMENT
Introduction
Human Resource Management means managing the people at work. Human resource
management is a process which helps people and organisation to achieve common goal.
HRM develops various policies, processes and practices to help the employees and
organisation to achieve their goal (Carbo, 2017). This report consists of one article which
shows the workplace bullying and employee perception with respect to employee relation and
work life balance and also the impact of reward in an organisation.
Article1:
This article focuses on bullying at work. Bullying technically means the situations
where a person repeatedly and over a period of time is exposed to negative acts. This is an
anti- social behaviour which is considered as a serious issue of workers, unions, governments
and organisations (Harrington, 2015). It describes about bulling at work, ratings of subjective
well-being, psychological strain, and levels of commitment with the organisation (Branch,
2013). It is founded that personal experience of bullying is reported by 17.8% of respondents.
These respondents have higher levels of strain, reduced commitment towards the
organisation, reduced well- being, lower self-rated performance. The personal coping
strategies are not related with the outcomes. But the perceived effectiveness in an
organisation tries to deal with the issues of bulling which is considered as an important
contributor for reduced negative effects of bullying and occurrence of bullying (Vickers,
2014).
There are four elements: target person gets exposed to unwanted negative acts which
ranges from subtle to blatant abuse. The second element shows the negative acts are repeated
regularly. The third element is the occurrence of act over a long period of time. The forth

4KEY CONCEPTS OF HUMAN RESOURCE MANAGEMENT
element shows imbalance of power between the target and the perpetrator. This allows the
target person to feel that they cannot defend themselves against the behaviour.
The problem is identified and an instrument named Negative Acts Questionnaire is
developed for solving the problem. It determines how often the individual have experienced
negative behaviours. The NAQ asks the respondents to fill their self- report to analyse their
NAQ scores. Nielsen, Matthiesen and Einarsen have conducted a meta-analysis which shows
the overall workplace bullying of 14.6% rating for self- labelled bullying. It is noted by an
international research that low self- esteem, negative emotions and high anxiety have more
bullying experience. This can affect their work-related attitudes, behaviours and commitment
towards the organisation. It focuses on the psychological strain, employee’s organisational
commitment well- being and self- reported job performance with relation to bullying.
Therefore, several factors are introduced to protect the impact of workplace bullying.
Employee relation and work life balance must be properly maintained in an
organisation and must also consider the reward system for each individual to minimize
dissatisfaction towards the job. Social support from supervisors and work colleagues helps to
establish good employee relationship. By developing strategies for identifying the risk factors
related to bullying and monitoring social interactions between individuals have lessen the
problems to some extent. The study stated the limitation of NAQ as it reports frequencies of
behaviour experienced but do not focus on the severity of their behaviour on the basis of their
impact on an individual well- being. The reward system can solve the problem of bullying, as
the reward system helps the individual to be motivated in the work life. Several issues have
been noted that indicates that lack of employee motivation and work life balance may lead to
increase conflicts. So, by developing new strategies of reward system which can have an
impact on the behaviour of an individual to produce quality work and improve productivity of
the organisation (Al-Emadi, 2015). The work life balance is the balance which an individual

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requires with respect to time allocated for a particular task and meeting various aspects of
life. An individual’s personal interest in enhancing career goals and involving in social
activities can result in job satisfaction.
Article 2
The articles speculate the role of human resource management for the purpose of
managing any conflicts which may arise between the employee force of the business. The
article would be highlighting that simple efforts from the management of the company would
help in solving the grievances of the employee in an effective manner. The employee of the
business is the life force of the organization and therefore it is imperative that all the
resources of the business are appropriately used for managing the operations of the business.
The research effectively shows that the role of Human resources manager is not dedicated
towards appropriate grievances handling.
The paper effectively portrays the role which the human resource management has on
effectively managing the business and depicting the performance of the business. However,
the research shows that the aspect of grievance handling is ignored by the human managers.
The research paper shows that the employee expect justice from the organization in case of
any grievances occurs in the business. In order to present the research paper data has been
collected from three major sources such as interviews, observations and written
documentations. In addition to this, the paper also demonstrates different outcomes in
grievances case and whether the employee was satisfied with the end results. The role of HR
is important for solving any major grievances. In an overall estimation, the paper reveals that
the human resource manager should be actively involved in solving grievances in the
business and also constructing an environment which is suitable for all the employee to
conduct their operations.

6KEY CONCEPTS OF HUMAN RESOURCE MANAGEMENT
Conclusion
The report concludes that by investigating the workplace bullying issues, it is
important to develop strategies regarding reward system, employee relation and work life
balance. These strategies help the organisation to provide effective work and establish
disciplined work environment. AS reward system is one of the key aspect to minimize
organisational conflicts and maintain employee relations. The reward system helps the
employee to sustain in that organisation and leads to self –motivation. It increases the
interaction between subordinates and colleagues which helps to enable smooth work life
balance. As potential employees get rewards which helps the mangers to determine the issues
related to employee job satisfaction. The manager can easily solve the issues related to
bullying and train them for collegial interaction and make the employees understand about
the work ethics and organisational culture to treat all the members of an organisation with
respect and dignity.

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References
Al-Emadi, A.A.Q., Schwabenland, C. and Wei, Q., 2015. The vital role of employee retention
in human resource management: A literature review. IUP Journal of Organizational
Behavior, 14(3), p.7.
Branch, S., Ramsay, S. and Barker, M., 2013. Workplace bullying, mobbing and general
harassment: A review. International Journal of Management Reviews, 15(3), pp.280-299.
Carbo, J.A., 2017. Understanding, defining and eliminating workplace bullying: Assuring
dignity at work. Routledge.
Harrington, S., Warren, S. and Rayner, C., 2015. Human resource management practitioners’
responses to workplace bullying: cycles of symbolic violence. Organization, 22(3), pp.368-
389.
O'Farrell, C. and Nordstrom, C.R., 2013. Workplace bullying: Examining self‐monitoring
and organizational culture. Journal of psychological issues in organizational culture, 3(4),
pp.6-17.
Parker, P., Kram, K.E. and Hall, D.T., 2013. Exploring risk factors in peer coaching: A
multilevel approach. The Journal of Applied Behavioral Science, 49(3), pp.361-387.
Pheko, M.M., Monteiro, N.M. and Segopolo, M.T., 2017. When work hurts: A conceptual
framework explaining how organizational culture may perpetuate workplace
bullying. Journal of Human Behavior in the Social Environment, 27(6), pp.571-588.
Vickers, M.H., 2014. Towards reducing the harm: Workplace bullying as workplace
corruption—A critical review. Employee Responsibilities and Rights Journal, 26(2), pp.95-
113.