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Table of Contents
Q no 1..............................................................................................................................................................................3
Causes of High level of Absence:................................................................................................................................3
Effective Strategies for Managing High Levels of Absenteeism.................................................................................3
Q no 2..............................................................................................................................................................................4
Poor management and supervision..............................................................................................................................4
Compensation and benefits.............................................................................................................................................5
Work-life balance is unsatisfactory.............................................................................................................................5
A lack of job security..................................................................................................................................................5
A negative organizational culture................................................................................................................................6
Q no 3..............................................................................................................................................................................6
Motivation Content Theories and Their Roles in the Workplace.................................................................................6
Maslow’s Hierarchy of Needs theory......................................................................................................................6
Herzberg’s Two-Factor Theory...............................................................................................................................7
David McClelland’s Theory....................................................................................................................................7
Conclusion.................................................................................................................................................................. 8
References:..................................................................................................................................................................8
 Q no 1
Some organizations have extremely high levels of absence. A) What are the causes of this? B. What should
an organization put in place to proactively manage this?
Answer
Productivity, morale, and financial performance of a company is highly affected by employee absenteeism.
Unplanned absenteeism costs organizations an average of 4.9% of their payroll, according to a research
conducted by the Society for Human Resource Management (SHRM) (SHRM, 2019). When employees are
frequently absent, it can lead to higher costs, lower productivity, and lower employee morale. In this essay,
we will look at some of the potential causes of high absenteeism as well as some proactive strategies that
organizations can employ to address this issue.
Causes of High level of Absence:
Physical and mental health concerns, job unhappiness, poor working environment, and personal troubles are
the possible causes of high absenteeism. If a person is discontent with their job, they are more likely to call
in sick or take time off (Suleiman, 2015). Furthermore, if an employee is suffering with personal
circumstances, such as a family crisis or financial difficulties, they may require time to address these issues
and will take time off from work.
Mental health issues such as sadness, anxiety, and stress can also contribute to high absenteeism rates. These
concerns can be especially difficult for organizations to tackle because they are not always clear, and
employees may be afraid to reveal their mental health issues (CIPD, 2021). According to a World Health
Organization (WHO) assessment, depression and anxiety disorders cost the global economy $1 trillion in
lost productivity each year (WHO, 2020).
Bullying and harassment in the workplace can also contribute to absence. According to the Workplace
Bullying Institute, 20% of employees have been bullied at some point in their employment, and bullying is a
significant predictor of absence (Namie, 2014). This emphasizes the need of fostering a positive workplace
culture that values respect and inclusion.
Another possible cause of high absenteeism is a lack of work-life balance . Employees may be more inclined
to take time from work if they feel overwhelmed by the demands of their job and are unable to handle their
personal duties (CIPD, 2021).
A lack of work stability Is another factor that can contribute to absenteeism. Employees who are uncertain
about their job or their future with the organization are more likely to miss work or seek alternative
employment possibilities.
Finally, bad working conditions might contribute to high absenteeism rates. This can include physical
problems such as unpleasant working conditions, a lack of safety precautions, or exposure to dangerous
products, as well as social elements such as a lack of support from coworkers or management (CIPD, 2021).
Effective Strategies for Managing High Levels of Absenteeism
Several techniques can be implemented by organizations to proactively manage excessive levels of
absenteeism. A positive work environment that encourages employee satisfaction and engagement is one
option. This can include giving possibilities for job advancement, recognizing good work, and encouraging a
healthy work-life balance (CIPD, 2021).
To reduce absenteeism, organizations can also address poor working conditions. This can include making
sure the workplace is secure and comfortable for employees, providing enough heating and lighting, and
designing ergonomic workstations. Organizations can also provide health and wellness support, such as an
Employee Assistance Program (EAP) or counselling services, to assist employees in dealing with personal
difficulties that may be interfering with their work (SHRM, 2019).
Flexible working alternatives, such as remote working or flexible hours, can assist employees in managing
their work-life balance and reducing absenteeism (CIPD, 2021). Flexible working arrangements have been
found to have a good influence on employee productivity, job happiness, and work-life balance, according to
a research by the International Labor Organization (ILO, 2017).
Additionally, in order to promote a positive work culture, organizations can take actions to combat
workplace bullying and harassment. This can include giving employees and managers with training and
education on how to recognize and avoid bullying and harassment, as well as developing clear policies and
procedures for reporting and dealing with these concerns (Namie, 2014).
In addition to these techniques, communication and transparency can play an important role in absence
management. Employees who believe their problems are being addressed and supported at work are more
likely to be engaged and productive. By providing regular feedback, organizations can improve
communication and openness. Regular check-ins with employees and team meetings can also aid in the
development of a positive work culture and the retention of personnel (SHRM, 2019).
Another good technique is to provide rewards for attendance and timeliness. Employees that have good
attendance records or routinely arrive on time can be rewarded in this way. However, it is critical to ensure
that any incentives do not create undue pressure or excessive expectations, and that they be administered
consistently throughout the organization (CIPD, 2021).
Finally, organizations can measure and monitor absence rates in order to detect patterns and root reasons.
This can include gathering data on absenteeism rates and analysing trends over time, as well as conducting
questionnaires or focus groups to solicit employee input. This data can assist organizations in identifying
areas for improvement and developing focused initiatives to address specific concerns (SHRM, 2019).
In conclusion absenteeism can negatively effect organizational performance, productivity, and employee
well-being. Organizations, on the other hand, can proactively control high levels of absenteeism and foster a
healthy work culture by using a variety of effective techniques. Creating a positive work environment,
addressing poor working conditions, providing flexible working arrangements, promoting a positive work
culture, providing attendance incentives, and tracking and monitoring absenteeism levels are all important
strategies that can assist organizations in reducing absenteeism and creating a more engaged and productive
workforce. Organizations may improve employee satisfaction and retention, reduce expenses associated
with absenteeism, and ultimately improve their overall performance and competitiveness by taking a
proactive and holistic approach to controlling absenteeism.

Q no 2
Preventing talent leaving and trying to get the optimum turnover level for an organization can be difficult to
achieve. Identify and discuss six job related and/or organizational factors why employees leave their
employment and how HR professionals may manage this.
Answer
Employee turnover is a crucial issue with serious consequences for organizational effectiveness and
competitiveness. According to a research by the Society for Human Resource Management (SHRM),
replacing an employee costs an average of six to nine months’ compensation. Furthermore, high turnover
rates can lead to poorer productivity, worse morale, and higher recruitment and training expenditures
(SHRM, 2018). As a result, it is critical for HR professionals to understand the variables that lead to
employee turnover and establish ways to effectively manage them. The following are the six job-related
causes that cause employees to abandon their jobs.
Poor management and supervision
Poor management and supervision can lead to job discontent and, eventually, staff turnover. Poor
management practices that might push employees away from the organization include a lack of feedback,
inadequate training, micromanagement, and a lack of acknowledgment for their accomplishments (Lee,
2018). HR professionals can address these concerns by providing managers with leadership and
communication training, ensuring managers provide regular feedback and recognition, and establishing
chances for employee development and progress. Effective training for managers and supervisors can help
to avert these negative results. This training should emphasize leadership development, effective
communication, and conflict resolution. It can also assist managers in understanding the significance of
offering regular feedback and appreciation to their staff, as well as in creating a pleasant work atmosphere
that supports growth and development. Aside from training, HR professionals can help solve poor
management practices by creating performance management systems that encourage regular feedback and
acknowledgment. They can also build programs and initiatives that promote employee development and
career advancement, such as mentoring and training.
Employees may leave their jobs if they believe there are little prospects for career advancement and
improvement. This could be due to a lack of training and development opportunities, insufficient skill
development support, or limited promotional prospects. Employees who believe their career opportunities
are limited are more inclined to seek work elsewhere (Bryant, 2016). Employees who do not perceive a clear
path to advancement may become disenchanted, lose motivation, and eventually look for different
employment opportunities. HR professionals can address this issue by providing training, which can assist
employees in acquiring new skills and knowledge that will benefit both their present role and future career
progression. Formal training sessions, on-the-job learning opportunities, mentorship, and coaching and
development programmers are examples of these programmers. Identifying and developing high-potential
individuals who have the ability and drive to take on more difficult positions and responsibilities inside the
organization. This can include offering additional opportunities and support for development, such as
specialized training, mentorship, or leadership coaching. Finally, having clear career paths with prospects
for promotion might assist to retain staff.

Compensation and benefits

Compensation and benefits can also motivate individuals to look for work elsewhere. Employees who
believe their pay and perks are inadequate may become disengaged and demotivated, and may eventually
leave the organization in search of better prospects. Low compensation, limited benefits, or a lack of
flexibility in work arrangements are examples of this. To solve this issue, human resource professionals can
take a number of initiatives to ensure that the organization provides competitive remuneration and benefits
packages. This can include performing frequent compensation evaluations to verify that employees are
compensated properly and in accordance with industry standards. Organizations can provide a
comprehensive benefits package that includes health insurance, retirement plans, and other amenities such as
paid time off and flexible work arrangements in addition to attractive salary. Offering these incentives can
aid in increasing employee happiness, decreasing turnover, and attracting top talent. Compensation and
benefits are critical for attracting and maintaining talent, and organizations that do not offer competitive
compensation and benefits packages may struggle to retain personnel (Lee, 2018).
Work-life balance is unsatisfactory
Employees may leave their jobs if they believe their work-life balance is unsatisfactory. This might happen
as a result of heavy workloads, extended work hours, or a lack of flexible work options. HR professionals
can address this issue by enacting rules that support work-life balance, providing flexible work
arrangements, and fostering a healthy work culture that encourages employees to take time off and prioritize
their health. Employees who have a strong work-life balance are more productive and less likely to leave
their jobs, according to research (Society for Human Resource Management, 2019).
A lack of job security
A lack of job security can lead to workplace unhappiness and, eventually, individuals looking for work
elsewhere. This could be due to financial insecurity within the organization or a lack of clarity on job
objectives. HR professionals can address this issue by establishing clear job descriptions and expectations,
providing job security, and fostering a healthy work culture that promotes job satisfaction and dedication.
Employees are more inclined to stay with an organization and contribute to its development if they believe
their jobs are secure (Bryant, 2016).
A negative organizational culture
A negative organizational culture can also because job discontent and drive people away from the company.
A lack of openness, inefficient communication, and a lack of staff involvement may be examples of this.
Human resource professionals can address this issue by fostering a positive organizational culture that
encourages open communication, transparency, and employee involvement. This can be accomplished by
conducting regular staff surveys, encouraging open-door practices, and providing avenues for employee
feedback and participation. A positive organizational culture can increase employee satisfaction and
retention while also contributing to the performance of the organization (Society for Human Resource
Management, 2019).
To summarize, staff turnover can be costly and harmful to an organization’s success. HR professionals may
address this issue and retain top talent by understanding why employees leave and implementing effective
methods. HR professionals can create a more appealing and engaging work environment that promotes
employee satisfaction and loyalty by addressing job-related and organizational factors such as inadequate
compensation, a lack of opportunities for growth and development, a poor work-life balance, and ineffective
leadership. Organizations can lower turnover rates while still developing a strong, competent, and dedicated
workforce that can drive success and growth.

Q no 3
Outline three motivation content theories and discuss their roles in the workplace. (30 marks)
Answer
Motivation Content Theories and Their Roles in the Workplace
Motivation is a concept that plays an important role in developing employee behavior and output in the
workplace. Motivation varies from person to person and there are several factors that influence motivation;
motivation content theories provide valuable insights into the psychological processes that drive and affect
employee behavior. This essay will outline three motivation content theories and discuss their roles in the
workplace.
Maslow’s Hierarchy of Needs theory
Maslow’s Hierarchy of Needs theory is one of the most widely cited motivation content theories in the field
of organizational behavior. The theory depicts that employees or workers have various needs and demands
that must be fulfilled for them in order to remain motivated. The theory suggests five levels of needs,
including physiological, safety, social, esteem, and self-actualization needs. The needs are organized in a
hierarchical order, with the extremely basic needs at the bottom of the hierarchy and the higher-order needs
at the top. According to the theory, workers must fulfill lower-order needs before they can be motivated to
fulfill higher-order needs.
In the workplace, employers can support Maslow’s Hierarchy of Needs theory by providing a work
environment that fulfills each level of need. For example, providing workers with a safe and secure
environment can address the safety needs, while providing opportunities for social interactions can address
the social needs. Employers can also provide opportunities for personal and professional growth, which can
address the esteem and self-actualization demands. By addressing each level of need, employers can create a
work environment that helps job satisfaction and employee motivation.
Several studies have looked into the validity and applicability of Maslow’s Hierarchy of Needs theory in the
workplace and have provided empirical support for the theory (Wahba & Bridwell, 1976; Mangal, 2012).
While some researchers have condemned the theory for its oversimplification of human needs and the
hierarchical nature of the theory (Higgins, 1994), Despite these criticisms, Maslow’s Hierarchy of Needs
theory remains a valuable tool for understanding employee motivation and designing effective human
resource management strategy.
Herzberg’s Two-Factor Theory
Herzberg’s Two-Factor Theory is another widely cited motivation content theory that advocates that both
hygiene factors and motivators must be addressed to create a work environment that creates job satisfaction
and employee motivation. Hygiene factors include factors such as salary, job security, and working
conditions, while motivators include factors such as recognition, achievement, and personal growth.
In the workplace, employers can support Herzberg’s Two-Factor Theory by fulfilling both hygiene factors
and motivators. Providing a competitive salary, job security, and safe working conditions can address
hygiene factors, while providing opportunities for recognition, achievement, and personal growth can
address motivators and can fulfill their demands. By addressing both hygiene factors and motivators,
employers can create a work environment that fosters job satisfaction, employee motivation, and retention.
Several studies have provided empirical support for Herzberg’s Two-Factor Theory in the workplace. For
example, a study by Ramlall (2004) found that both hygiene factors and motivators were significant
predictors of employee job satisfaction and retention in a sample of healthcare professionals. Another study
by Lee, Kim, and Park (2015) found that providing opportunities for personal growth and recognition were
key factors in motivating employees in the hospitality industry. These studies highlight the importance of
addressing both hygiene factors and motivators in the workplace to create a motivated and engaged
workforce.
This hypothesis, however, has been criticized for its lack of empirical evidence, simplifying of the complex
nature of job satisfaction, limited scope, failure to account for individual differences, and failure to examine
the impact of emotions. Despite these concerns, the two-factor theory remains an influential and popular
framework for understanding employee motivation and job satisfaction.
David McClelland’s Theory
David McClelland’s Theory of Needs is a motivation content theory that suggests that individuals have three
basic needs that reflects their behavior in the workplace. These needs are the need for achievement, the need
for affiliation, and the need for power. Individuals, according to the notion, have a dominating need that
drives their behavior and decision-making at work.
The urge to complete difficult tasks and achieve personal goals is referred to as the need for achievement
and is one of the most basic priority of the workers. Employees with a strong demand for achievement
appreciate tough jobs and value feedback on their performance. Employers can capitalize on this demand in
the workplace by giving employees challenging assignments and opportunity for personal growth and
development.

The urge for social contact and acceptance is referred to as the need for affiliation. Employees with a strong
need for attachment cherish social ties and want to work in a collaborative and supportive setting.
Employers may capitalize on this demand by developing a healthy work culture that prioritizes collaboration
and interpersonal relationships, as well as by providing chances for social contact and teamwork.
The drive to Influence and control people is referred to as the craving for power. Employees with a strong
thirst for power choose leadership jobs and seek positions of authority and control. Employers can capitalize
on this demand in the workplace by creating opportunities for leadership and decision-making, as well as
recognizing and rewarding individuals who display leadership traits.
Several research in the workplace have offered empirical evidence for McClelland’s Theory of Needs.
Gupta, Shaheen, and Deshmukh (2013) discovered, for example, that employees with a high desire for
achievement were more likely to be content with their jobs and perform better than those with a low need for
achievement. Another study, conducted by Kanfer, Ackerman, and Heggestad (1996), discovered that
individuals with a high need for power were more inclined to seek leadership roles and wield influence over
others at work.
Conclusion
Motivation content theories can help you understand the psychological processes that influence employee
behavior in the workplace. Three frequently cited motivation content theories that employers can use to
build a work environment that supports job satisfaction, employee motivation, and retention are Maslow’s
Hierarchy of Needs theory, Herzberg’s Two-Factor Theory, and McClelland’s Theory of Needs. Employers
can create a motivated and engaged work environment by addressing each level of need, providing
opportunities for personal growth and development, recognizing and rewarding employees who demonstrate
leadership qualities, and creating a positive work culture that values collaboration and interpersonal
relationships.
References:

Higgins, J. M. (1994). Maslow reconsidered: A review of research on the need hierarchy theory.
Organizational behavior and human decision processes, 58(1), 144-160.
Kanfer, R., Ackerman, P. L., & Heggestad, E. D. (1996). Motivational traits and skills: A person-centered
approach to work motivation. Research in organizational behavior, 18, 123-167.
Lee, Y. K., Kim, S. H., & Park, K. (2015). Understanding the impact of social media on employee
motivation in the hospitality industry: The mediating role of employee satisfaction and commitment. Journal
of Hospitality and Tourism Management, 24, 36-45.
Mangal, S. K. (2012). Maslow’s need hierarchy theory: Applications and criticisms. Global Journal of
Management and Business Studies, 2(4), 309-318.
Ramlall, S. (2004). A review of employee motivation theories and their implications for employee retention
within organizations. Journal of American Academy of Business, 5(1/2), 52-63.
Wahba, M. A., & Bridwell, L. G. (1976). Maslow reconsidered: A review of research on the need hierarchy
theory. Organizational behavior and human performance, 15(2), 212-240.
Gupta, M., Shaheen, M., & Deshmukh, S. G. (2013). Employee engagement and job satisfaction: A study of
pharmaceutical industry in Pune. Procedia-Social and Behavioral Sciences, 104, 20-27.
Bryant, A. (2016). Top 10 Reasons Why Employees Quit Their Jobs.
Lee, S. (2018). Why Do Employees Leave? Top 10 Reasons Revealed.
Society for Human Resource Management. (2019). How to Retain Employees: Developing Talent and
Keeping Your Team Engaged.
Society for Human Resource Management. (2019). Work-life balance.
Society for Human Resource Management. (2019). Work-life balance.
Lee, T. (2018). Top reasons employees leave their job. Forbes.
Bryant, A. (2016). Understanding why employees leave organizations. Business News Daily.