Absence Management of HR Department in Information Technology Organizations: Kofax

Introduction

According to Barratt-Pugh and Bahn (2015), human resource department forms an integral part of organization that further helps in the proper functioning of the organization. Absent management process is the process that creates essential role in itself as this process helps to understand the genuineness of the absentees within the organization.

1.1) Aims of the research work

The aim of the research is to study the absent management process of Kofax. It also focuses on the evaluation of the reasons behind being absent and how the rate of absentees is reduced to some extent.

1.2) Objectives of Research work

• To understand the reasons of absentees and to dig on the steps for handling it effectively.
• To evaluate or study the ways of reducing the rate of absentees to some extent so that it doesn’t affect the working of other employees as well as the organization.
• To suggest some measures or strategies to handle the rate of absentees.

1.3) Hypothesis

• Absentees rate affect the overall performance of the organization.
• Absentees rate doesn’t affect the working and performance of the organization.

Literature Review

2.1) Introduction

According to Natraj (2015), employees remain absent due to various reasons. It can be genuine illness, need of break from daily routine and some personal reasons can also be there. The rate of absentees creates a break in the work flow of the organization and hence affects the performance level.

2.2) Causes of Absentees within the Organization

There are many reasons behind the cause of absentees within the organization:

• Genuine illness – Some genuine reasons can be there like illness of employee or his or her family members. According to Ulrich and Dulebohn (2015), when an employee become absent due to such reasons then the management should cope with such situations with sympathy.
• Problems related with monitoring –The work of the employees or their responsibilities should be monitored periodically otherwise it can create a break from the workflow and the employees becomes habitual of being absent. This further hampers the performance level of the organization. So proper monitoring of the employees should be there from the side of organization.
• Low motivation and enthusiasm –The rate of absentees increases due to less implementation of motivational activities on the employees. In such situation, employees don’t feel connectedwiththeir work and their satisfaction level gradually decreases because they demand for some changes in their work which the organization is not able to manage in such cases. Hence the motivational level and the enthusiasm should be monitored properly from time to time in order to maintain the rate of absentees.

2.3) Effects of absentees on the organization

According to Cooper, 2015, organizations face lot of obstacles when the rate of absentees increases within a specific period of time. Due to this, organization’s productivity and performance is affected. Moreover, the increased rate of absentees shows that the employees are not much loyal towards their job or the organization and further makes the employees to deliver low quality of work to their clients.

2.4) Management of absentees

According to Gilbert et al. (2011), absentees and their issues need to be tackled with sympathy and emotion and in this process HR department plays an important role. Essential steps need to be taken by the HR department for motivating the employees and increasing the chances of retaining the employees within the organization.

2.5) Summary

This chapter deals with the causes, effect and management of absentees within the organization. Furthermore, it also explains about the absent management process.

Research Methodology

3.1) Research Approach

In this research work deductive research approach has been used to interrelate the proposed theories, principles and models. This approach helps to conclude the dissertation with deep discussion and understanding.

3.2) Research Design

Explanatory research design has been chosen to deeply explain the data and conclude the research work with appropriate understanding and knowledge.

3.3) Research Philosophy

This helps to assist the knowledge in positive direction. Thus interpretive research philosophy has been utilized for the proper verification and the conclusion of knowledge obtained on the basis of collected data.

3.4) Data Collection Methods

Both primary and secondary data collection method has been used in this research work where primary data is collected via qualitative and quantitative methods and the secondary data has been collected with the help of different online and offline sources.

3.5) Sample Size

In order to collect the primary data 20 employees and 5 mangers were interviewed to know about their viewpoints and experiences.

3.6) Research Ethics

Proper laws, code of conducts and ethics are followed to complete the process of data collection with ease and comfort.

3.7) Limitations

Time and budget constraints are the basic limitations in concluding the dissertation with proper understanding.

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.