introduction to Human Resource mgt & learning & talent development

need 3 questions to be answered, n it could be any 3

Introduction to Human
Resource management &
learning & talent development

Table of Contents
Some organisations have extremely high levels of absence. a) Why is it important to
proactively manage this? b) What might be included in a procedural document?......................3
The U-Curve Framework (Lysgaard, 1955) has been used to describe the cross-cultural
adjustment process of expatriate employees. Discuss the framework and the issues expatriates
encounter when working overseas...............................................................................................5
Outline the three motivation process theories and discuss their role in the workplace...............7
REFERENCES..............................................................................................................................11

Some organisations have extremely high levels of absence. a) Why is it important to proactively
manage this? b) What might be included in a procedural document?
Absenteeism refers to a habitual pattern of an individual being absence from the duty order
obligation without any good reason. It is usually said to be unplanned. This is often used as an
indicator to poor performance of an individual as well as it is often said to be a breach of implicit
contact between employer and the employee. There can be a number of internal reasons in an
employer organisation for employees resulting in absenteeism. Some of those reasons are
discussed below:
Disengagement: It is often seen that employees who are not committed to their jobs or
surrounding or even the organisation is more likely to miss their work just because they do not
have any motivation to go to the work every day.
Unhealthy working conditions:
Changes: It is often seen that there are a number of changes brought in an organisation every
day. Many organisations do not take care of employees while bringing these changes. Due to
these changes employee feel lacking motivation and do not want to come to work which result in
absenteeism.
Management system: Many a times management system in an organisation fails to train and
develop the required skills and qualities in an employee. Due to this the employee feel
demotivated and the work done by them are also not effective. Due to this many employees
distrust management and leave the work some days without any proper reason.
Poor leadership: It is often seen that when working in a team employee are not satisfied with
their leaders. Also Leader selected by management I’m not able to work with employees
properly. Due to this employs avoid coming to the work and absenteeism in an organisation
increases.
Injuries or illness: it is often seen that there might be some medical appointments due to which
employee is forced to miss their work. Off and some accidents or injuries take place while in
work or in external environment which might affect employee physically resulting in
absenteeism by them.
Harassment: it is often noticed that many employs are bullied or harassed by their co-workers or
even their superiors. Due to this employ can you call it live in order to avoid this situation.

Stress, low morale: Many a times heavy workloads, stressed during work or presentations or
even being unnoticed and and appreciated for their good work demotivates employees. It
increases stress level in them which also results in depression or anxiety. In order to avoid the
situation many employees do not come to work which leads to absenteeism.
Lack of flexibility: it is often seen that there are a number of employees who give value to
flexibility and also, they tend to be a rebel. If they do not get flexibility in the organisation it is
unable for them to manage their schedules and work. Due to this employee purposely come late
or take breaks which are not a allotted by organisation. This results in a try for flexibility and
when not provided to employees they often miss their work resulting in absenteeism.
It is very important for organisations to manage absence as it is one of the high cost to
operational and financial term for the company. This is very important for all the companies that
they should adopt absence management system which is helpful for minimising absenteeism and
preventing it in effective manner. Absence can be managed in various ways. The organisational
culture has significant impact on absenteeism. In an organisation, the management will never
achieve absence at zero level because there are few people who get set and need time off. there
are various ways for monitoring absence and keeping and electronic records of all absence
information for analysing the performance. The absence manager should be hired by
organisations for managing the individuals who are getting more absent. the absence manager
process is involved in planning and planning absences which are taken by employees. This
manager has to take control over employees and they should be we asked for completing a form
in order to record their plant as well as unplanned absences. The plant absence will include
annual locations as well as medical appointments. On the other hand, there are various situations
in which employee has not plant to take time off and the system has to be able in managing the
reason why employee has taken leave. Companies have to implement a process for reporting and
unplanned absence. It is essential for each and every employee to contact managers immediately
if they are not able to attend work. They have to provide proper explanation and reason for not
attending office. All the employees have to follow this procedure regardless of their position in
company. When employee is incapable of calling, he must inform any other person to call on his
behalf to the manager so that proper action should be taken by owner. it is very important for
employees to make a phone call or send text message for not attending the office and providing a
valid reason. The role should be made within organisations that employees have to call for their

unplanned absence within the first hour of office time. All the employers must provide guidance
to all staff and employees in order to report unplanned reporting procedure. The unplanned
reporting procedure should include a formal interview that must be taken by HR manager of
head of department. In this interview, employee has to provide proper discussion upon and plant
absence and in some cases he has to provide proper proof and documents for his absenteeism.
Companies must evaluate absence record of every employee for both positive and negative
trends. Companies must take initiative for reducing absenteeism and analysing the records for
monitoring the absent pattern of employee. The absent records must be analysed in proper
manner and a follow up action must be taken. When there is any employee who is taking a lot of
unplanned absences after weekdays especially on Monday, the head of department should inform
the HR manager immediately and proper action must be taken against that employee. Long-term
absences of employee must be managed properly. If employee is having a major problem then
time frame of 6 to 8 weeks should be provided. when employer is not taking planned leave
entitlement for the year, then there is need of investigation and evaluation of that employee in
proper manner.
The U-Curve Framework (Lysgaard, 1955) has been used to describe the cross-cultural
adjustment process of expatriate employees. Discuss the framework and the issues
expatriates encounter when working overseas.
The U curve model for adjustment was given by Sverre Lysgaard in the year 1955 and it was
developed by the others collars in the year 1960. This model states that there are four stages of
any adaptation process. These include honeymoon period, crisis period, adjustment period and
biculturalism period. At the initial stage of this theory, there was focus on mainly expatriate who
are coming from different regions and background for working at same workplace. This theory
initially focus upon the cross-cultural adjustment issues faced by the employees.
According to the U curve theory, there is focus on adjustment of culture in the closer
proximity and in this way the owner of the company can reduce stress which can arise from
psychological uncertainty. when a person go to a new environment of workplace for working, It
is seen that he is not able to adjust in proper manner. Thus, it is very important for the
management of company to take care of expatriates so that there is increase in overall

performance of company. The U curve framework is used for describing the cross-cultural
adjustment process in which the expatriate employees are managed within a host culture. In
context of honeymoon stage, there is occurrence of which is arrival for the expatriates to the host
country. In this stage, individuals are are allowed to see new and fascinating culture in which
they have to work for future. In this stage there are many characteristics like frustration as well
as hostility towards the host nation. The second stage includes the culture stock stage. At this
stage the person gets familiar to the new norms and way of working in the workplace. The third
stage includes adjustment stage and in this stage there is development of values and norms
within the individuals regarding the host country working. In this stage, the person has to
manage the activities in effective manner. In the initial stage while working in a new culture,
expatriates do not feel comfortable and they have to manage the frustration as well as problem
while working in the workplace. The following graph shows the different stages of expatriates
while working in a new host country.
At the initial stage, expatriate is adopting the new culture in which he has to work. In the
future stages, there is progress in time and development of stress which creates development of
feeling like depressed and even physically ill person. After this stage, the person images at a
higher point in which new culture is adjusted and there is a way of operating in a new
environment. There is ability for better management of nucleus and managing the
communication breakdown as well as resolving the Identity crisis. This is not very high but there
is feel off starting new work in a new country. There is reflection of moderate attitude which is
providing sustainability in long run for the individual. The degree of adjustment can be measured
by the confirmatory to the host country culture. This is regarding comfort and satisfaction within
new environment, attitude and contact with host nationals. There are various stages which
provide suggestion about transition in culture which includes understanding as well as perceiving
quality of living. At the initial stage, there is difficulty in adjustment which is overridden by
cultural infatuation. When a person is new to some environment there is development of cultural
shock. This is known as the behaviour and cultural change which a person has to manage while
moving towards a new workplace. The adjustment is marked upon the increasing degree of
satisfaction. The expatriates have to manage their working and have to cope up with all the
challenges their facing by working in a new environment. It is important for people to become
familiar with the host country because this help in in more realistic expectations from that culture

and people as well as it provides desire to follow the culture. There are several key factors
which constitutes the expatriate accumulation process. This is helpful in adding personal
directors for designing selection instrument which provides protection of expatriate
acculturation. there are basically four type of adjustment that expatriate managers have to follow.
these are self orientation, others orientation, perceptual skills and cultural toughness. Self
orientation is defined as activity and attribute of a person which provides strength for managing
the work on its own and building self esteem as well as confidence for doing the work properly.
This provides expatriates to find substitute for the native interest and activities which are
involved in managing the new culture. This is helpful in dealing with stress and focusing more
on work as well as social efficacy. According to the other orientation dimension, the person has
ability and skill for developing relationship with host Nations. According to this stage, the
Patriots have to develop mentorship with host nationals and they have to adjust quickly for
managing profitability in work. It is very important for the expatriates to develop good
relationship as it depends upon confidence and willingness for using language of host country.
As per the perceptual dimension, there is non evaluative and non judgemental aspects of
managing the work. This stage provides the expatriates who are having high perceptual nest for
becoming and adjusting in the host country for doing work in foreign culture properly. The final
and last stage is cultural toughness that is is defined as living standard of the foreign country.
According to this, there is need of managing the work properly and focusing upon developing
cultural feasibility and adapting the new challenge of cultural management.
Outline the three motivation process theories and discuss their role in the workplace.
Motivational theory refers to discovering what are the factors which will drive an
individual towards goals and objectives. A number of business are interested in motivational
theory as it will help them to make their employs more productive for them. Process theory of
motivation refers to all those theories which explain how can an individual change and develop.
These consist of various theories which have a system of idea and explain how one variable is
dependent upon more than one independent variables. Below mentioned are three process
theories of motivation:
Skinners reinforcement theory:

This is a theory which focuses on human motivation. It is based on principles of knowledge
and casualty which employs behaviour can be regulated through different type of rewards. The
basic motive of this theory is to provide reward for positive behaviour, punishments for negative
behaviour and if there is neither rewards nor punishment the behaviour is assumed to be fading.
Various reinforcement done in this theory are mentioned below
 Positive reinforcement implies that when there is a positive response or required behaviour
from an individual they are rewarded. Although are you what is said to be a positive
improvement but it is not necessarily always a positive reinforcement. If the behaviour of an
employee improves it is positive reinforcement but if due to some reasons even after rewards
the behaviour does not improve positive reinforcement did not took place.
 Negative reinforcement refers to removing certain negative or undesirable consequences.
Positive as well as negative reinforcement are used to increase desirable behaviour.
 Punishment is a reinforcement which is done in order to lower the probability of undesired
behaviour by an employee. It can be done on an employee who is found breaking the rules of
an organisation and so on.
 Extinction refers to absence of reinforcement it can be said that lowering the probability of
undesired behaviour through removal of rewards is called extinction.
It is helpful for an organisation as this explains how does an individual learns to behave.
Managers are taking a number of steps so that they must ensure to motivate their employees
along with rewarding them. This helps them to provide a way in which they can motivate
employees without providing them rewards. The major focus is on changing the behaviour of
employees while they are on job. This also brings a change in organisational behaviour which is
required.
Victor vrooms expectancy theory:
This expectancy theory separates the inputs, performance as well as outputs. It is often
said that this theory assumes the behaviour of an employee is the result of various outcomes they
get for their efforts. Various variables use in this theory are expectancy, instrumentality and
valence.
Expectancy: this refers to an idea which says that increasing the amount of effort will also
increase the performance. Which means that if an employee works harder than the performance

will also be better. For this organisation needs to make sure that they have the right Roma tales
and time available for employs. They have employs with the correct skill to do the job. Also they
need to provide them various support and supervision for completing the task.
Instrumentality: This is an idea where when an employee performance better the outcomes they
receive are also better. In this matter organisation needs to make sure that there is a proper
relationship between performance and results. This will generate trust in organisation from
employs and also companies need to be transparent when taking decisions so that employees feel
the sense of belongingness.
Valence: Valance refers to the perceived value from the results. It is said that employees should
be clear that the efforts put by them result in the performance. And the performance results in the
output. So organisation need to take care of the fact that the output and efforts are balanced well.
Through the help of this organisations can effectively motivate their employees. When
employees are certain of the fact that all the efforts put in by them will generate them output they
will work better and this will help in increasing productivity of employees as well as
organisation. Organisations can also achieve their target within time through this. It will also lead
to increase in their revenues and profits.
Adams equity theory:
This theory says that it is necessary for people to maintain fear relationship between the
rewards and the performance. It can be said that when an employee is not paid well for the input
photo by them to words the organisation, they get demotivated. Employees are making efforts for
the company for this they expect certain rewards. It is also seen that employees often compare
their input and output with others which bring them a sense of inequality. The three exchange
relationships which arise between input and output are given below:
Overpaid in equity: This happens when an individual things that their outcomes are more then
what they have put in. They start thinking that they are being paid more for less work.
Underpaid in equity: This is when an individual perceives that their outcomes are less when
compared to the inputs they put in an organisation. This bringing them a feeling of demotivation.
Equity: in this an individual perceives that their outcomes in relation to others in the company
are equal. So, Adams equity theory suggest that company should follow equity in order to make
sure that all the employs are highly motivated and they never assume that they are underpaid.

Through the help of this theory an organisation can prove to their employs that they are
treating everyone equally. It helps an organisation in bringing in positive environment in the
workplace. There are no conflicts between employs when this theory is applied successfully.
Employs always remain motivated with the help of this theory and it results in increased
productivity for organisation. In this way organisations take benefit from a number of theories
applying which they can effectively motivate their employees which will result in their personal
career growth as well as growth of organisation.

REFERENCES
Books and Journals
Armstrong, M. and Taylor, S., 2020.Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bratton, J. and Gold, J., 2017.Human resource management: theory and practice. Palgrave.
Cascio, W.F., 2015.Managing human resources. New York: McGraw-Hill.
Chelladurai, P. and Kerwin, S., 2018.Human resource management in sport and recreation.
Human Kinetics.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation.
Human Kinetics.
DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L., 2016.Fundamentals of human resource
management. John Wiley & Sons.
Huselid, M. A. and Becker, B. E., 2011. Bridging micro and macro domains: Workforce
differentiation and strategic human resource management.
López-Nicolás, C. and Meroño-Cerdán, Á. L., 2011. Strategic knowledge management,
innovation and performance. International journal of information management. 31(6). pp.502-
509.
Marchington and et. al., 2016. Human resource management at work. Kogan Page Publishers.
Messersmith, J. G. and et. al., 2011. Unlocking the black box: exploring the link between high-
performance work systems and performance. Journal of Applied Psychology. 96(6). pp.1105.
Sparrow, P., Brewster, C. and Chung, C., 2016.Globalizing human resource management.
Routledge.
Stewart, G.L. and Brown, K.G., 2019.Human resource management. John Wiley & Sons.