UGB162 HR Management And Learning And Talent Assignment Sample

Introduction To Human Resource Management And Learning And Talent

Reasons for absenteeism and mitigation measures

Introduction

Currently, majority of the organizations are facing issues related to high employee absenteeism and turnover. This in turn places direct and significant impact on organizational success and overall performance. In this, report will shed light on the reasons due to which employee absenteeism increases within an organization. Further, it also presents measures which can be used by the firms in order to deal with the concerned problem.

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Main Body

There are several factors which may result in high level of absenteeism at the workplace such as:

• Minor Illness- In UK, every worker misses an average of 4.4 days of work per year because of illness (Currie, 2021). Even if the employee cannot always control when becomes sick, telling the boss as soon asmay assist handle absence.
• Workplace Bullying or Harassment- In UK, harassment, and misconduct at work are major problems. According to the studies published in 2020, 23 and 25 percent respectively, of British employees reported they have experienced workplace bullying (Österman, 2022). Bullying and discrimination, especially within the workplace, can take many different forms, such as depriving someone of opportunities for training or development, treating them unfairly, spreading rumors, or undercutting them.
• Mental Health Issues- Whether this stress is brought on by coping with worker burnout or excessive workload, or because of familial, financial, or private issues, it results in the loss of over 11 million workdays (Roy, et.al, 2021). In addition to stress, mental health issues like anxiousness, depression, or additional illnesses may frequently lead a worker to feel bad enough to leave work.
• Major Illness and Long- Term Conditions- A longer period of recovery time from work is often required for an employee who is dealing with a serious illness, as well as a defined return-to-work plan that reduces them to return to their position. A worker may require a tailored workplace or greater flexibility in their timetable to accommodate regular medical checkups while they are managing a chronic health issue.
• Family Issues- While certain employers advise their staff to keep their private things at the office, in practice, it's not always that simple. Employees may experience emergencies that need them to leave work to attend to, including divorce, a pressing issue regarding a child's school, a family illness, or a shortage of childcare assistance.
• Approved Leave- Approved leave is included in the category of Allowed and Scheduled Delays and is frequently simpler to handle. This involves paid time off for paid holidays, maternity leave, parental leave, and funeral leave.
• Commuting Issues- If commuters are aware of all the potential problems that could arise throughout the regular commute. Workers frequently cancel work due to bad weather, sluggish public transit, construction, auto problems, or accidents.
• Team and Management Issues- Employees can leave and miss work to prevent the issue or associated anxiety when they don't appreciate or concur with their management group, grow resentful after bad communication with the administration, or disapprove of their organization's decisions.

Ways to manage issues related to absenteeism

Workplace absence is unavoidable to some extent. Workers get sick or hurt, and they periodically require time off to care for their esteemed ones. Random absences at work can have a detrimental effect on staff morale and the bottom line of the organization if they become routine. Leading companies are looking for innovative ways to detect, manage, and reduce unnecessary absences. Learn some strategies for controlling absenteeism and building an effective, committed team.

Establish and disseminate a formal attendance policy.

Describe the meaning of unpunctuality in the context of the organization and the distinctions between planned and unplanned absences. Set the expectations of the organisation in writing so that workers are aware of what is required of them regarding daily clock-ins, contacting or emailing to report unexpected absences,and any policies regarding absences overall. Give specific details on what constitutes a disciplinary procedure and how the organizationwill handle each situation. Although a worker might be allowed more time off than is permitted by policy, it is important to be informed of both state and federal legislation.

Track employee absences.

Thecompany needs tokeep track of time and presenceto make sure that workers abide by the timekeeping rules (Maltseva, 2020). To stop peer punching as well as time theft, consider utilizinga computerizedsystem that uses an analogclock application, facial detection, or another type of biometric identification. Keep track each absenteeism socan tackle problems and identify patterns of frequent absences. Referring this, organization can undertake competent measures for employee motivation.

Conduct return-to-work interviews.

Companies that undertake return-to-work discussions report a large drop in unexpected absences, based on a UK study. During a return-to-work meeting, the management and worker can verify the absence was recorded, make sure the reason was true, and go over any issues. To assist with the circumstance, pay attention, remain impartial and helpful, and be ready to modify routineor work hours.

Apply regulations consistently, and deal with problems right away

Thecompany must regularly enforce its attendance requirements to prevent disputesand maintain fairness. Each worker deserves the same respect. Apply the escalating disciplinary measures thecompany has set in theattendance rule to each instance right away.

Take up a healthy initiative

Long-term stress can cause cardiovascular disease and overweight as well as poor habits and other long-term problems. Stress reduction and health-associated issues occur absence reductions are two benefits of wellness efforts. Make sure to promote a better balance between work and personal life by giving workers weekends off to rest. According to studies, workers who spend time apart feel more motivated when they return to their jobs.

Improve the workplace climate and keep it there

Stress may be physically and mentally harmful while working for extended periods in an unpleasant workplace setting. Try the best to offer ergonomic chairs, fresh oxygen, and natural illumination for the staff. To promote social and mental wellness, let the staff know that value mutual respect and collaboration.

Offer flexibility

Usually, all that is required to increase attendance at work is a schedule adjustment. Talk to employees about how working remotely, job-sharing or flexible working hours might assist them to get over a challenging time or better manage parental or eldercare concerns.

Reward good behaviour

To promote good worker attendance, consider giving out rewards like money, presents, or celebrations (Li, 2019).

Conclusion

In the context of business unit, there are several factors which result into high employee absenteeism such as culture, communication, leadership etc. Through recognizingthe roots of absence firm would become able to take suitable actions and measures for addressing the same. A simple attendance rule can help employees understand what is expected of them when they miss work. By establishing a healthy workplace organization can motivate personnel towards best performance.

Content theories of motivation

Introduction

At workplace, motivation is the key which helps in getting desired level of outcome or success. Employees make their best efforts when they are provided with specific reward, recognition and other monetary & non-monetary benefits. In this, report exhibits varied content theories of motivation and their significance within organizational settings.

Main Body

Maslow's Hierarchy of Needs Theory

It is projected by Abraham Maslow, recommends that persons have 5 hierarchical requirements, which are physiological, social, safety, self-actualization, and esteem needs. By this theory, people are inspired to assure their needs in chronological order, with minor-level needs taking priority over superior-level needs.

Role in the workplace:

• Physiological needs- Humans' physiological requirements are the most fundamental type of wants. The first things that must be accomplished before moving on to more complicated and motivating needs in life are basic survival necessities. Physical necessities including food, drink, sleep, and the bare necessities of clothing and shelter are all considered physiological needs (Kim, 2019). If don't have any of these wants to be met, may be more driven to look for other needs. Frequent breaks and a secure atmosphere can increase worker efficiency and inspire workers.
• Safety needs- When their physiological requirements are satisfied, a person gets inspired to fulfil their safety requirements. The requirements for safety, at their core, are aimed at lowering danger in daily life and helping people continue to achieve their physiological needs. Examples of safety needs include stability in one's physical and mental well-being, housing that provides more than just a place to sleep, financial security, and health safety.
• Social belonging- The requirement for social belonging is first mentioned in Maslow's hierarchy of requirements at level three. The model claims that after people have their safety and health requirements addressed, their search for social affiliation takes precedence (Abbas, 2020). Humans are inherently social creatures, and the majority of people have a strong desire to fit in. Humans begin to want things like close bonds with family, friendships, community interactions, and a feeling of belonging and embrace that many individuals find fulfilling once their fundamental needs have been addressed.
• Self-esteem- According to Maslow's hierarchy of needs, people begin to concentrate on themselves or their self-worth once their requirement for social approval and belonging has been satisfied. All of these demands revolve around ego gratification and self-worth (?tefan, 2020). This need was separated into two levels by Maslow. At a lesser level, people strive to gain prestige, respect, and approval from others. At a higher level, they look within for these things.
• Self-actualization- According to Maslow's hierarchy of needs, the need for self-actualization becomes paramount for people once their ego requirements have been met and they have gained self-esteem. Simply said, this slightly awkward statement suggests that people want to feel as though they are using their skills and potential to the fullest.

Alderfer's ERG theory

The ERG theory projected by Clayton Alderfer recommends that human requirements be categorized into 3 main groups that are discussed below:

Role in the workplace:

• Existence needs- The need for fundamental material necessities is one among them. A person's physiological and physical safety needs are included. Workers can meet these requirements by offering competitive pay, adequate working situations, and stable employment in the work environment (Hungsavanus, 2022). The basis for workers inspiration is laid by attending to their basic needs, which also keeps them focused on their jobs.
• Relatedness needs- These include the desire people have to uphold important interpersonal ties (whether with family, friends, or superiors), as well as to achieve public acclaim and celebrity. This category of needs includes Maslow's social needs as well as the outward aspect of esteem needs. By supporting teamwork, creating open lines of communication, and supporting staff involvement efforts, organisations can promote a feeling of relatedness (Han, 2021). Motivation and fulfilment with work are higher when they feel appreciated by their employer as well as attached to their colleagues.
• Growth needs- Among these are the demands for personal development and advancement as well as self-improvement. This type of need includes Maslow's self-actualization demands as well as the intrinsic need for esteem.

Herzberg's Two Factor theory

According to Frederick Herzberg's two-factor theory of Motivation, multiple factors can lead to both job satisfaction and job discontent. Herzberg refers to "motivating factors" as those that, when present, can contribute to people feeling content or even pleased at work (Thant, 2021). It alsorefers to “hygiene factors” as those that, in the lack of them, could lead to people being dissatisfied or dissatisfied at work.

Herzberg's Two Factor Theory of Motivation's key tenet is that the motivating and hygienic aspects are extremely unlike. To cease feeling unsatisfied at work, individuals must address hygiene issues. Importantly, though, these aspects alone will never enable a person to experience high levels of job satisfaction (Herzberg's Two-Factor Theory of Motivation, 2023). In other words, proper cleanliness is a requirement for both a positive work experience and high levels of staff involvement. Motivators are essentially the opposite. Although motivating factors are necessary for people to achieve high levels of job satisfaction, they never directly lead someone to experience high levels of job dissatisfaction.

Role in the workplace:

• Hygiene factor- elements of the workplace when not addressed may contribute to worker unhappiness and are included in the category of hygiene considerations. Salary, stability in the job, working environment, organizational laws, and personal connections are a few instances of hygiene variables. Organizations must assure fair wages, offer a secure and relaxing working atmosphere, lay out simple rules, and foster goodwill between staff members if they want to avoid unhappiness.
• Motivators- Motivating variables are elements that support self-motivation and job happiness. Elements that are connected with the essence of the work itself include things like accomplishment, acknowledgment, opportunity for professional development, duty, and the labour itself (Alrawahi, et.al, 2020). By giving staff freedom in making decisions, recognising accomplishments, giving hard and valuable employees, and presenting career growth chances, organisations might boost motivation.

According to Herzberg's concept, it's critical to deal with all personal hygiene and working motivational elements. Simply enhancing hygienic elements may mitigate discontent, yet this cannot ensure sustained involvement or inspiration. Organizations must put a priority on offering valuable job duties as well as chances for progress and individual improvement to preserve staff inspiration.

Conclusion

In conclusion to this essay, it can be presented from Maslow's theory that performances of employees are influenced from both financial and non-financial aspects. Further, it can be inferred that at the time of developing policies firm should keep in mind all the related factors which may cause of motivation and demotivation among personnel.

Presenting the applicability of learning theories within an organizational context

Introduction

Theories of learning offer conceptual structures for comprehending the way individuals obtain information and abilities. Behaviourism and Kolb's learning experience cycle are 2 important learning theories in the area of learning and career development in companies. This report will talk about both of these ideas and offer practical instances of their potential application to corporate learning and staff development.

Main Body

Behaviorism

The basic concept of behaviourism is the fact that every action is acquired through interactions with the surroundings (Muhajirah, 2020). According to such learning theory, environmental influences have a much greater impact on behaviour than inherent or acquired characteristics.

Example of training and development

• Training for new skills- Training programs aimed to improve particular abilities can use behaviourism. For instance, behaviourism can be utilized in advertising training to educate efficient sales strategies. Effective sales conversations may be modelled throughout the training session, and then learners may practise the modelled behaviours during simulated situations (Kirby, 2022). To promote desirable sales behaviours could be utilized positive reinforcement, including gifts or recognition. Members will gradually pick up and use the needed abilities during their actual sales activity.
• Performance evaluations based on behaviour- Performance management procedures may make utilize behaviourism to reinforce and promote behavioural goals. Organizations may identify particular behaviours that lead to achievement and set clear standards for performance (Araiba, 2020). When workers display these desirable behaviours, supervisors may offer employees opinions and praise. For instance, organisations might put a strong emphasis on traits like empathy, attentiveness, and solving issues in client service positions. Organizations may inspire staff to continuously provide excellent consumer service by rewarding these behaviours with praise.

Kolb's Experimental Learning Cycle

According to Kolb's theory, learning occurs through a four-step procedure (or cycle) that includes active experimentation, reflective observation, tangible experience, and abstract conception.

Concrete Experience

Concrete experience, which makes up the first stage of the experiential learning cycle, is related to the experiences to have daily, no matter if they take place at work, at home, or school (Ssekamatte, et.al, 2022). They might include familiar experiences in unfamiliar situations, for example, a new leadership position at a different organization, or they may be entirely new experiences. For example, after understanding that the business was being acquired by a leading rival, marketing professionals may view an examination of industry competitiveness somewhat differently.

Concrete job duties are strongly related to general expertise and significant work experience for specialists in leadership roles. Such real-life experiences must be viewed by leaders as possibilities for learning that maybenefit their organizations, as well as learning possibilities for personally and their coworkers. Leaders should also work to encourage their subordinates to look at themselves and their concrete experiences to be worthwhile opportunities for growth personally.

Reflective Observation

After engaging in novel activities, and reflective observation the second stage of the experiential learning cycle occurs naturally. Although presumptions and taught beliefs can affect reflective observations, it is crucial for managers to continually reflect on their observations and change the way they approach problem-solving and making important organisational decisions (Morris, 2020). If a worker, for instance, is unable to complete a work or fulfillan objective, a manager can consider previous methods and create a plan to assist the worker the following time.

Abstract Conceptualization

In contrast to reflective observation, which concentrates on thinking back on the past and making observations about it, abstract thinking takes the process of reflection a step further by emphasizing the channeling of those findings into a predetermined strategy or theoretical framework. For example, a manager who has a bad communication encounter with an employee might assume that the person is unreachable or unresponsive, but after continued interaction, the manager might come to believe that the individual reacts better to certain methods. These concepts at this conceptualizing stage should be continually reevaluated, changed, and evaluated as leaders consider their learned assumptions and watch others. Leaders may engage in happier relationships with workers while also maximizing their capacity for learning by putting new strategies and techniques into practice.

Active Experimentation

This phase of experiential learning is comparable to the theory of scientific experimentation a person formulates an assumption according to accepted notions and evaluates the truth of these notions in a planned experiment (McMichael, et.al, 2020). For individuals in positions of leadership, this entails utilising all the resources and tools at their disposal to take decisive action.

Leaders can link strategic planning to effective execution through active experimentation. People who work in sales or client service, for example, are trained in effective methods and then need to put these concepts into practice in real-world scenarios. Through this experimental process, both executives and employees analyze, modify, or even rethink certain ways to enhance strategy and increase effectiveness. During this crucial phase of experiential learning, managers in organizations must be actively involved in tracking the effects of certain methods to find fresh approaches, enhance training materials, and create best practices.

Example of training and development

Occupational training- In job-based education programs, where workers gain knowledge by practical application, Kolb's experiential learning cycle might be utilized. Workers in technical positions, for instance, may actively utilize fresh applications or devices while performing actual work tasks. Workers can use reflective activities like blogging or group conversations after their original engagement to evaluate it and draw lessons from it (Chiu, 2019). By connecting the newly acquired understanding to pre-existing notions or structures, they may then conceptualizeit. Lastly, staff members could tryfresh strategies or modifications to their job to improve their understanding and implementation.

Action-learning initiative- Taking on actual organizational difficulties as training through the process is the goal of action-learning initiatives. The cycle of experiential learning proposed by Kolb is ideally suited to this strategy. Workers may discover and resolve complicated issues within multidisciplinary groups, providing them with the opportunity to gain knowledge via practice. Members may consider their observations and contribute any fresh ideas after the experiment. They can conceptualize the information they have learned by spotting patterns, themes, and fundamental thoughts. Ultimately, they may test by putting fresh plans of action into place to deal with related problems down the road.

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Conclusion

It can be concluded from the evaluation that learning theories helps in assessing issues in the existing performance and thereby help in taking corrective measures within the suitable time frame. Besides this, it can be seen in the report that T&D session significantly enhances the skills and proficiency level of personnel.

References

Books and Journals

• Abbas, J., 2020. Service quality in higher education institutions: qualitative evidence from the students' perspectives using Maslow hierarchy of needs. International Journal of Quality and Service Sciences. 12(3). pp.371-384.
• Ahmad, S., Sultana, N. and Jamil, S., 2020. Behaviorism vs constructivism: A paradigm shift from traditional to alternative assessment techniques. Journal of Applied Linguistics and Language Research. 7(2). pp.19-33.
• Alrawahi, S., Sellgren, S.F., Altouby, S., Alwahaibi, N. and Brommels, M., 2020. The application of Herzberg's two-factor theory of motivation to job satisfaction in clinical laboratories in Omani hospitals. Heliyon. 6(9). p.e04829..
• Araiba, S., 2020. Current diversification of behaviorism. Perspectives on behavior science. 43(1). pp.157-175.
• Chiu, S.K., 2019. Innovative experiential learning experience: Pedagogical adopting Kolb's learning cycle at higher education in Hong Kong. Cogent Education. 6(1). p.1644720.
• Currie, G., Jain, T. and Aston, L., 2021. Evidence of a post-COVID change in travel behaviour–Self-reported expectations of commuting in Melbourne. Transportation Research Part A: Policy and Practice. 153. pp.218-234.
• Han, Y.K. and Yeo, A.N., 2021. A study on dental hygiene and career maturity of students based on Alderfer's ERG theory. Journal of Dental Hygiene Science. 21(2). pp.86-95.
• Hungsavanus, S. and Akkasriworn, W., 2022. REFORM NEEDED FOR THAILAND'S PENSION SYSTEM: A REVIEW OF OLD AGE SOCIAL SECURITY IN THE CONTEXT OF INSURER NEEDS IN PHUKET, THAILAND, USING ALDERFER'S ERG THEORY. Journal of Governance and Development. 18(2). pp.65-75.
• Kim, S.J. and Hur, M.H., 2019. Understanding of factors influencing happiness of middle-aged women in Korea based on Maslow's hierarchy of needs. Psychiatry investigation. 16(7). p.539.
• Kirby, M.S., Spencer, T.D. and Spiker, S.T., 2022. Humble behaviorism redux. Behavior and Social Issues, pp.1-26.
• Li, G. and Wang, J., 2019. Threshold effects on backer motivations in reward-based crowdfunding. Journal of Management Information Systems. 36(2). pp.546-573.
• Maltseva, K., 2020. Wearables in the workplace: The brave new world of employee engagement. Business Horizons. 63(4). pp.493-505.
• McMichael, T.M., Clark, S., Pogosjans, S., Kay, M., Lewis, J., Baer, A., Kawakami, V., Lukoff, M.D., Ferro, J., Brostrom-Smith, C. and Riedo, F.X., 2020. COVID-19 in a long-term care facility—King County, Washington, February 27–March 9, 2020. Morbidity and Mortality Weekly Report. 69(12). p.339.
• Morris, T.H., 2020. Experiential learning–a systematic review and revision of Kolb's model. Interactive Learning Environments. 28(8). pp.1064-1077.
• Muhajirah, M., 2020. Basic of learning theory: (Behaviorism, cognitivism, constructivism, and humanism). International Journal of Asian Education.1(1). pp.37-42.
• Österman, C. and Boström, M., 2022. Workplace bullying and harassment at sea: A structured literature review. Marine Policy. 136. p.104910.
• Roy, A., Singh, A.K., Mishra, S., Chinnadurai, A., Mitra, A. and Bakshi, O., 2021. Mental health implications of COVID-19 pandemic and its response in India. International Journal of Social Psychiatry. 67(5). pp.587-600.
• Ssekamatte, T., Isunju, J.B., Nalugya, A., Mugambe, R.K., Kalibala, P., Musewa, A., Bikaako, W., Nattimba, M., Tigaiza, A., Nakalembe, D. and Osuret, J., 2022. Using the Kolb's experiential learning cycle to explore the extent of application of one health competencies to solving global health challenges; a tracer study among AFROHUN-Uganda alumni. Globalization and Health. 18(1). pp.1-13.
• ?tefan, S.C., Popa, ?.C. and Albu, C.F., 2020. Implications of Maslow's hierarchy of needs theory on healthcare employees' performance. Transylvanian Review of Administrative Sciences. 16(59). pp.124-143.
• Thant, Z.M. and Chang, Y., 2021. Determinants of public employee job satisfaction in Myanmar: Focus on Herzberg's two factor theory. Public Organization Review. 21. pp.157-175.

Online

• Herzberg's Two-Factor Theory of Motivation. 2023. Online. Available through: < https://www.managementstudyguide.com/herzbergs-theory-motivation.htm>.