Human Resource Management & Talent Development Assessment Report

This report provides an overview of Human Resource Management (HRM) and Talent Development, focusing on motivation process theories and factors influencing employee turnover. It outlines three key motivation theories: Expectancy theory, Equity theory, and Goal setting theory, explaining their roles in the workplace. The report further identifies various job-related factors contributing to employee turnover, including the working environment, relationships with management, challenging work, career growth opportunities, and communication/compensation. The report emphasizes the importance of HRM in achieving organizational goals, improving efficiency, and increasing employee satisfaction and retention. It concludes that addressing these factors is crucial for reducing turnover and fostering a positive work environment. This document is available on Desklib, a platform offering AI-powered study tools and past assignments for students.

Introduction to Human
Resource Management
& Learning and Talent
Development
Assessment

Contents
Contents...........................................................................................................................................2
INTRODUCTION...........................................................................................................................1
MAIN BODY..................................................................................................................................1
Outline of three motivation process theories and discussion of their roles at workplace............1
Identification of job-related factor which lead to employees leaving employment....................2
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
Human resource management is an important function of business management as it helps to
manage employees at work place in order to get desired result of work (Bowen, 2016).
Employees are mot important resources of organisation and to compete work with them require
various efforts. This project report includes different process theory of motivation as well as their
roles at work place. It also include identification of different job factors which result in increased
turnover in organisation.
MAIN BODY
Outline of three motivation process theories and discussion of their roles at workplace
Motivation refers to a process which include which create urge and willingness in people in
order to guide efforts and behaviour of employees towards goals orientation (Clarke and Higgs,
2016). Process theory of motivation is one which include explanation of changes and
development occur in entity. These theories motivate employees which allow employees to work
willingly and enthusiastically. This helps to improve efficiency of work and productivity of
employees. It also creates positive working environment at work place which leads to increase
engagement of employees. There are different types of process theory of motivation used by
managers to motivate their employees which are mentioned below:
Expectancy theory: Expectancy theory is one of motivation theory which was introduced by
Victor Vroom in the year 1964. This theory is concerned with outcome instead of needs. This
theory focusses on intensity of performing a task in particular manner is depend on intensity of
expectation. This theory also states that motivation of employees is result from their will to get a
reward which lead to get expected performance and belief to get rewards. This theory is based on
three components include valence, expectancy and instrumentality.
Roles of Expectancy theory in organisation: This theory is based on concept of self-interest of
individual who is willingness to achieve increase satisfaction and minimise dissatisfaction. This
theory helps organisation to increase satisfaction of individual employees. This theory is based
on rewards as well as payoff which increase willingness of employees and increase in their
dedication and work engagement. This theory is based on expectation as well as perception
which helps employees to get expected result of their work.
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Equity theory: Equity theory of motivation is based on concept that what employees get at
workplace in exchange of their work is directly linked with their motivation (Kulkarni, 2016). In
other words, individual and employees at workplace tries to make balance between their efforts
for organisation and compensation form organisation for that work. Understanding of equity
theory and their roles helps managers to motivate and appreciate work of employees. If
employee is getting fair compensation for their work, this result in high level of motivation in
mees and also create positive impact on team work, job commitment as well as communication.
This theory includes two components including inputs as well as outputs.
Roles of Equity theory in organisation: Roles of equity theory in organisation is important as it
helps in reducing exploitation of employees and also work as motivation for employees. This
theory helps to form better relation with other employees. This theory provide understanding to
managers of organisation that equity result in high motivation in employees.
Goal setting theory: Goals setting theory is one of motivation theory which was given by Edwin
Locke in the year 1960. This theory is focused with goals setting which is linked with task
performance. This theory also emphasised that goals and feedback of work contribute to better
performance of employees (Luo and Tung, 2018). Goals helps employees to provide them
direction of what they need to do as well as how much dedication and efforts employees need to
put for this task. This theory includes clear and specific goals which provide guidance to
employees. It also motivates employees and create work willing.
Roles of Goal setting theory in organisation: Goals setting theory is one of theory which helps
organisation in completion of work in less time with efficiency. This also results in better
performance of employees and increase their motivation. This theory also improves quality of
feedback of work of employees.
Identification of job-related factor which lead to employees leaving employment
There are various factors of organisation and job which leads to increasing turnover of
organisation and does not allow company to retain employees for long term in company. It is
important for any organisation to retain employees for long term as it increases cost of company
and also impact on image of company in market. Increasing employee turnover is important
issue of organisation in which they need to focus to overcome of these problems. Increasing
turnover does not attract skilled employees in company as it affects image of organisation. If a
company is having increasing turnover, then new employee thinks twice before joining that
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enterprise. So, to attract skills and right employees, organisation need to consider various factors
which are mentioned below:
Working environment: Working environment refers to condition in which employees
work. Employees wants good working environment and working condition at workplace. Good
working environment results in increasing engagement of employees, increase productivity,
increasing satisfaction of employees with organisation, improve commitment (Luo, 2016).
Whereas bead working environment result just opposite to good working environment. Having
bad working environment results in lack of creativity, engagement of employees, lack of
productivity, lack of involvement of employees. Working environment is important for
employees as they want to work in good working environment in which there is not pressure of
work on employees and also involve them in decision making of company. Having bad working
condition ibn firm results in increasing turnover of organisation.
Relation with management: Employees expect good relation with management and their
superiors. Employees doe not want to be found of their superiors but wants good relation with
them. If management are putting too much burden on their subordinates results in uncomfortable
relationships. Managers and superiors provide feedback as well as direction to employees and
spend their time in meeting as well we connecting with their employees. Having bad and toxic
relation with these management authorities create negative impact on engagement, commitment
and productivity of employees. This situation also results in dissatisfaction in employees which
lead them to leave organisation.
Bored as well as unchallenged work: Employees is a person who needs to perform task
of company on daily basis (Mahadevan and Kilian-Yasin, 2017). Doing some work on daily
basis make them bore with their work and employees do not want boring as well as
unchallenging work. It is duty of organisation to helps them employees to work with dedication
and passion. Employees enjoy their work if their job is challenging and interesting. Employees
spends their most of time in working in an organisation and providing them boring and
unchallenging work make them bored with company. This results in leaving of enterprise by
employee and increase turnover of organisation.
Lack of career growth: Employee are love to work in an enterprise where they get career
growth and success. needs of employees are increasing with their life and they do not only want
employment or basic salary abut also wants career growth which result in increase in salary and
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provide them recognition at work place. If an organisation is not providing career growth,
employees are not taking interest in work this type of organisation. This results in increase
turnover of company as employees are leaving organisation one by one. This type of firm also
fails to attract new employees for conducting operation of business.
Lack of communication and compensation: Employee wants to work in an organisation
where they are values and appreciated for their work (Presbitero, Roxas and Chadee, 2016). Thy
also wants sufficient payment for their work. Getting low payment lead to dissatisfaction in
employees and create conflict at workplace. Employees also wants to freedom of
communication. They want to communicate at work place with other colleges as it is related to
their social needs. Working in organisation where there is lack of communication as well as
compensation at work place lead to employee turnover.
CONCLUSION
From above mentioned project report, it can be concluded that human resource management is
one of important term and function of management. It helps business to attain their goals and
also improve their efficiency. There are different process theories which are adopted by business
to increase motivation of their employees and improve quality of their work. These theories help
employees opt work willingly and also increase their job satisfaction. These theories include
equity theory of motivation, goals setting theory, expectancy theory. There are various factors at
work place which make employees dissatisfied. These factors result in increased employees’
turnover rate in company which increase total cost of enterprise and also create negative impact
on image of business. These factors include working environment, relation with colleagues,
relation with management, lack of communication and compensation, lack of career growth.
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REFERENCES
Books and Journals
Bowen, D.E., 2016. The changing role of employees in service theory and practice: An
interdisciplinary view. Human Resource Management Review, 26(1), pp.4-13.
Clarke, N. and Higgs, M., 2016. How strategic focus relates to the delivery of leadership training
and development. Human Resource Management, 55(4), pp.541-565.
Kulkarni, M., 2016. Organizational career development initiatives for employees with a
disability. The International Journal of Human Resource Management, 27(14),
pp.1662-1679.
Luo, Y. and Tung, R.L., 2018. A general theory of springboard MNEs. Journal of International
Business Studies, 49(2), pp.129-152.
Luo, Y., 2016. Toward a reverse adaptation view in cross-cultural management. Cross Cultural
& Strategic Management.
Mahadevan, J. and Kilian-Yasin, K., 2017. Dominant discourse, orientalism and the need for
reflexive HRM: Skilled Muslim migrants in the German context. The International
Journal of Human Resource Management, 28(8), pp.1140-1162.
Presbitero, A., Roxas, B. and Chadee, D., 2016. Looking beyond HRM practices in enhancing
employee retention in BPOs: focus on employee–organisation value fit. The
International Journal of Human Resource Management, 27(6), pp.635-652.
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