Absence Management Of Hr Department In Information Technology Organizations: Kofax

Introduction

According to the point of view of Barratt-Pugh and Bahn (2015) the Human Resource Department is an integral part of the organization that helps in management of the overall functioning of the organization. Absent management process in an essential part of the organization that helps in understanding the genuineness of the employee’s absentees in the organization.

1.1) Aims of the research work

The aim of the research is to operate the absentee’s management of Kofax in the most effective way. It also aims in understanding the reasons of absentees and methods to reduce the rate of absentees to some extent.

1.2) Objectives of Research work

• To understand the reasons of absentees of the employees and take steps for handling it effectively.
• To understand the ways of reducing the rate of absentees to some considerable extent.
• To take the effective strategies to handle the rate of absentees in the organization.

1.3) Hypothesis

H0: The rate of absentees directly affects the overall performance within the organization.

H1: The rate of absentees does not affect the overall performance within the organization.

Literature Review

2.1) Introduction

Natraj (2015) commented on the essential fact that the employees remains absent from the organization due to several reasons such as genuine illness, taking breaks from daily work and even due to essential and serious reasons. The rate of absentees breaks the workflow of the organization extensively and hence

2.2) Causes of Absentees within the Organization

There are several causes of absentees that are discussed below-

Genuine illness of employees and family members- According to the outlook of Ulrich and Dulebohn (2015) the employees tend to stay absent due to genuine illness of employees and family members. So the organization needs to figure out and handle the cases of illness with sympathy and emotion.

Absence of monitoring- As commented by Monks et al. (2012) the absence of proper monitoring tends to increase the rate of absentees to some considerable extent. The rate of increase on absentees hamper the overall workflow of the organization and hence it need to be properly monitored for reducing the rates of it.

Less enthusiasm in the work- Piening (2012) commented on the essential fact that the rate of absentees increase due to low motivational and enthusiasm in the work of the employees. This also causes a hamper in the working of the organization.

2.3) Effects of absentees on the organization

Due to increased rate of absentees, the organization faces a lot of hurdles in its productivity and completion of the work within specified period of time (Cooper, 2015). As a result the organization faces low productivity and unsatisfactory client opinions that directly affects the overall profitability of the organization. Moreover the absentees also cause loss of potential and loyal customers for not completion of work within the deadline. It also cuts the workflow that also makes the low quality of job delivery to the clients.

2.4) Management of absentees

According to Gilbert et al. (2011) the absentees need to be managed with sympathy and empathy. This HR department has to take strong steps to motivate the employees through their innovative strategies so that the employees retain attentive to the organization. Moreover the organization also needs to be attentive so that they can manage the rate of absentees to the fruitful extent.

2.5) Summary

This assignment deals with the causes of absentees and ill-effects of absentees within the organization. Moreover it also explains the management of absentees to the maximum extent.

Research Methodology

3.1) Research Approach

In this research work deductive research approach is thereby followed that helps in understanding the interrelationship among principles and theories of research work (Natraj, 2015).

3.2) Research Design

The research work takes into account the exploratory research design that helps in vivid explaining the data for coming to a successfully conclusion.

3.3) Research Philosophy

It helps in acquiring the knowledge that assists in completion of the research work. For the research work the interpretive research philosophy is chosen for the verification of the issues.

Both primary and secondary data collection methods are utilized. Primary data is collected through qualitative and quantitative questionnaires. The secondary data is collected from the online and offline sources (Pereira and Fontinha, 2015).

20 employees and 5 mangers are interviewed for the sample size of the research.

3.6) Research Ethics

Codes of conducts, laws and rules should be followed vividly for the successful completion of the research work (Piening, 2012).

3.7) Limitations

Time barrier and budget constraint are the major limitations of the researcher while completing this project.

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References

Barratt-Pugh, L. and Bahn, S. (2015). HR strategy during culture change: Building change agency. Journal of Management & Organization, pp.1-14.

Cooper, J. (2015). Changing HR operating models. Strategic HR Review, 14(3).

Gilbert, C., De Winne, S. and Sels, L. (2011). The influence of line managers and HR department on employees' affective commitment. The International Journal of Human Resource Management, 22(8), pp.1618-1637.

Monks, K., Kelly, G., Conway, E., Flood, P., Truss, K. and Hannon, E. (2012). Understanding how HR systems work: the role of HR philosophy and HR processes. Human Resource Management Journal, p.no-no.

Natraj, R. (2015). Diversification: Economies of scale of HR and healthcare indent for benchmarking. International Journal of Healthcare Management, p.150314050630006.

Pereira, V. and Fontinha, R. (2015). An Exploration of the Role Duality Experienced by HR Professionals as Both Implementers and Recipients of HR Practices: Evidence from the Indian Railways. Human Resource Management, p.n/a-n/a.

Piening, E. (2012). "Linking Employees' HR System Perceptions, HR Outcomes and Performance: A Longitudinal Study". Academy of Management Proceedings, 2012(1), pp.1-1.

Ulrich, D. and Dulebohn, J. (2015). Are we there yet? What's next for HR?. Human Resource Management Review, 25(2), pp.188-204.