International conglomerates

Running Head: PERFORMANCE MANAGEMENT 1
Performance Management
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Introduction
The idea of having different corporations located in different regions combining to form one
entity is known as International Conglomerates (IC). Managing such a business would prove
hectic to the management because it needs close supervision and implementation of strategies
that ensure the activities of the business are well coordinated regardless of the fact that they deal
with varied products or services. Human resource plays the key role in establishing the link
between the management and the employees by making sure that all the activities that are related
to these workers are fully catered. For centuries now, researchers have taken part in different
studies using varied frameworks and methodologies to uncover all the issues related to the
increased rate of employee absenteeism. It is clear that, for IC, the management would be
challenged to uncover the cause of employee absenteeism unless a thorough research was
conducted to determine the root cause as well as the solution for this problem. However, it is
clear that the organizations that have already understood the concept or relation between
employee absenteeism and the related factors such as poor work policies and stress in the
workplace have succeeded in solving the problem and boosting the performance among the
employees.
Purpose statement
The sole purpose of the study is to investigate the problem with the increased absenteeism
among the employees from the different branches.
Aims
 To determine the factors that are related to employee absenteeism
 To find out the elements that can improve employee job attendance

 To establish the relationship between absenteeism and performance
Researchobjectives
 To find out whether poor employee motivation leads to increased absenteeism
 To find out whether stressful working environment causes absenteeism
 To determine whether poor policies in workplace contribute to absenteeism
Keywords
Performance management, absenteeism, employee motivation, Workplace policies and stress
Literature review (900 words)
Numerous models and frameworks will be integrated into this research to understand the concept
of employee motivation and performance management. Absenteeism as per the definition
presented by Locke et al. (2007), is “"the lack of physical presence at a given location and time
when there is a social expectation for the employee to be there” (17). The two major categories
of absenteeism include voluntary absenteeism whereby the employee fails to avail
himself/herself for work intentionally due to reasons such as defiance whereas unintentional
absenteeism is attributed to factors such as emergencies and sickness.
Process, model by Steers and Rhodes (1977)
Based on this model, the authors concluded that employees would be absent in work because of
either voluntary or involuntary reason. Steers and Rhodes developed the framework to assist the
management of different organizations to understand how issues such as job satisfaction and
motivation were crucial to employee attendance (Anderson, 2001). The key issues that would

determine the level of employee dissatisfaction in the workplace based on the model developed
by Steers and Rhodes included the type of leadership within the organization, stress related to the
job position as well as the availability of advancement opportunities (Rhodes, & Steers, 1990).
Also, the model suggests that the combination of two elementary factors that include the
attendance motivation as well as the ability to attend overly defines the probability of the
employee to avail him/herself to work (Anderson, 2001). The process model, however, did not
prevail without the criticism from some of the researchers who evaluated it. For instance, the
model was critiqued for the failure to incorporate separate variables that triggered the key factors
defined such as the ability to attend as well as the underlying motivation (Rhodes, & Steers,
1990). Also, the model amalgamates all the variables together with the concepts related to
absenteeism instead of addressing each entity on its own (Brooke, & Jr. 1986).

Figure 1.0: Rhodhes and Steers process model
The attachment model from Nicholson (1977)
The model by Nicholson was developed as a result of the author’s argument based on the fact
that leaders from different organizations were unable to determine the key attributes of
absenteeism from the factual point since they only related the topic with the existing theory.
Nicholson model was more of a practical assessment that would lead managers or leaders to
uncover the truth with issues associated with absenteeism in the workplace. Based on Nicholson
model, the concept used in developing the model was to come up with a continuum that ranged
from A-B and analyzed the theoretically classified attributes that included “voluntary,
involuntary, sickness, sanctioned and unsanctioned” (Nicholson, 1997. p.246). In his assumption
and findings, Nicholson states, “People attend work regularly without any conscious decision-
making until proximal events impel absence or force the person to make a decision about it.
Attendance motivation is therefore defined as the ease with which attendance 'inertia' may be
disturbed by proximal events.” (p.246). In alignment with the model developed by Nicholson,
the issue of job attendance motivation and attachment is dependent on issues relating to
personality traits, work orientation, work involvement as well as employee relation. Reizer,
(2015, p.357), supports Nicholson’s idea by stating that, “Attachment styles are personality-
related characteristics that differ from these more general traits in their relational focus: they
reflect internal working models of self, others, and relationships.” It is clear that personal traits
such as gender determine how an employee is attached and motivated to work. For instance,
studies assert that male characters or personnel are highly motivated towards work as compared
to their female counterparts (Reizer, 2015, p.357). Work orientation also plays a key role in
determining employee attachment and motivation whereby in the case where the employee is

introduced to the key tasks and obligations required together with getting assistance from the
supervisors increase the motivation of the employee (Shea-Van Fossen, & Vredenburgh, 2014).
Based on job involvement, it is clear as per the research conducted that an employee who has
certain characteristics that fit in the job position is likely to be committed and attached to the job
(Maden, 2014). The climate of the workplace as well as the attitude of the management towards
the employee together with the presence of critical programs such as reward system define the
employee relation within a certain organization and greatly influence the motivation as well as
the attachment of the workers to their tasks (Maidaniuc-Chirilă, & Constantin, 2016). In
summary to the prediction of the employee absence as per Nicholson model, it is clear that “It is
proposed that the highly attached employee, whose motivation to attend regularly is strong, is
relatively insusceptible to influence by the proximal causes of absence. This means that his or
her resistance to absence inducing events is powerful, and will be only overridden by events well
towards the 'A' end of the A-B continuum” (1977, p.249). The critique of Nicholson’s model
includes the fact that he failed to facilitate substantive evidence to support the continuum he
developed based on the issues identified.

Figure 1.2: Nicholson’s model Model of Attendance Motivation (Nicholson, 1977)
From a similar perspective, the research conducted by Honore, (2009) indicates that motivation
was a core element that would define the willingness of the employee to report to work. This
research revealed that the organizations that had implemented effective motivation strategies
such as intrinsic and extrinsic rewards had a better employee retention and attendance record.
Also, Herzberg’s model of motivation recognizes motivation and hygiene as the two
fundamental aspects that indicate the satisfaction of employee in a workplace (Gaki,
Kontodimopoulos, & Niakas, 2013). The willingness and devotion of the employee towards
attending work and avoiding absenteeism are rooted in the core factors that similarly boost the
employee’s motive to improve his/her performance. The relationship here is that, in cases where

employee absenteeism is rampant, the performance of these employees is still low and thus
derails the organization from achieving the set goals as well as objectives.
Researchdesign and methodology
Paradigm of Enquiry
This study will be an investigation to determine the factors that lead to employee absenteeism
and the strategies that can be introduced to curb the issue. In this case, the philosophical
paradigm to be incorporated in the study will be rooted in a behavioral approach. According to
Collis (2013), the philosophical paradigm is simply the model that will indicate how a study is
carried out and overly relies on the philosophies as well as assumptions of individuals on what
they know about the subject. The most applicable approach to be incorporated in this research
will be the positivist concept since it works hand-in-hand with qualitative research (Jost,
Nilakanta, & Willis, 2002). In a positivist approach, the study relies on getting the facts
underlying the topic under investigation.
Researchmethodology
Since this research will integrate the use of qualitative methods, the most appropriate technique
will be surveys. Qualitative method is suited in cases whereby the researcher wants to uncover
more facts based on a predefined behavior of people in a certain organization or society (Belk,
2006). Therefore, basing on the benefits of using the qualitative method, it is clear that the
researcher is able to uncover more facts beyond the stated theoretical stipulation. Also, the
qualitative research method allows the researcher to apply the naturalistic approach to learn
about the behavior of people, especially in cases whereby face-to-face interview is conducted.
The credibility of qualitative data is also termed as valid to a greater extent following the

interaction as well as the engagement of the researcher with the participants (Watzlawik, & Born,
2007). Dependability is also an essential attribute that defines the data to be used in a research
and this case qualitative studies promise the researcher of data that can be relied upon due to its
credibility. Most importantly, this method facilitates the in-depth investigation that is required in
behavioral research, and this explains the reason why it would be the most appropriate method to
use (Eriksson, & Kovalainen, 2015). Nonetheless, despite the numerous benefits for choosing
this research method, it does not guarantee the researcher is not in a position to investigate and
provide the results of interactions that seem to be naturally complex. If the research fails to
develop a holistic and contextual inquiry which begins right from the defining the research
objectives and questions, then the study might not meet the desired result (Eriksson, &
Kovalainen, 2015). However, the numerous benefits would appropriately suit qualitative method
to be the choice of the study.
Sampling
Random sampling would offer the best approach since the study will investigate the employee of
the organization but from different locations. The number of participants will be 42 with each
branch of the International Conglomerates providing 14 participants. However, this sampling
method will be considerate of the fact that the employees will be selected from different job
positions from the senior to the junior rank. Also, the participants will be given a time of 5 days
to submit the response.
Data Collection Methods
Both open and closed ended questionnaires will be incorporated in the research. The most
appropriate platform for conducting the survey will be an online site where this will either be a

shared link or the copies of the questionnaires to be distributed to the participants via email. Each
questionnaire will have identical questions and same criteria as the others to maintain the
reliability as well as the credibility of the data (Symon, & Cassell, 2012). All the questionnaires
will be distributed at the same juncture to facilitate enough time for each participant to answer
the given questions. A sample questionnaire is indicated in Appendix 1.0.
Data analysis
The data collected will be analyzed through the use of Microsoft Excel software in order to
generate the thematic issues relating to the topic under investigation. First, the questionnaires
will be sorted to determine those that might have completed the task and separate them for the
incomplete responses. This will be the technique used to make sure that the data to be analyzed is
credible and has been sourced from the participant without any chances of guessing (Myers,
2013). Also, this will avoid data redundancy thus preserving its credibility.
Expected results
It is expected that most of the employees will express their reasons for being absent for some
days. The absenteeism with mostly relate to a stressful working environment, lack of motivation
or poor working relation between the management and the employees thus conforming to the
research done by (Reizer, 2015: Maidaniuc-Chirilă, & Constantin, 2016: Honore, 2009). This is
because motivation is a broad category that covers issues relating to improving employee
performance thus reaching the organizational goals. The theoretical investigation of the existing
literature indicated that the increased rate of absenteeism might be attributed to both intentional
and unintentional factors (Nicholson, 1997: Gaki, Kontodimopoulos, & Niakas, 2013). For the
intentional factors, it is expected that most of the employees will indicate that they were facing a

health-related issue such as sickness or injury. On the same case, it will be expected that other
participants will give their reasons for absenteeism to be caused by family-related issues
(Anderson, 2001). However, the results will reveal the most common weakness that might be
caused by intentional absenteeism whereby it is expected that there is some flaw or disconnect
between the management and the employees. This might be in the form of lack of proper
orientation in the jobs or even poor policies that discourage the employees from attending work.
Further, it is expected that the employees will indicate any possible measures that the leadership
of the organization needs to take in order to ensure absenteeism cases reduce significantly. For
instance, it is expected that many employees will support the issue of improving workplace
environment as well as motivation. Also, others will propose multiple choices whereby they will
indicate the need for the management of the company to change or amend the policies of the
organization. These propositions by the participants will be used to devise the recommendations
that will be used to assist the management of these organizations in reducing the prevalent cases
of absenteeism.
Ethical issues
In every research, the ethical consideration remains vital component and should be adhered
without failure. The first ethical aspect to consider when conducting the research is that the
researcher should conform to the principle of voluntary participation from the participants
(Urand, & Chantler, 2014). The research is not expected to force or compel the participant either
using gifts or threats. He/she should only look for the willing people who can contribute towards
the research (Collis, 2013). This implies that the issue of informed consent comes into play
whereby all participants should understand the reality of the research and anything they would

like to know about their role in participation (Babbie, 2011). No information should be hidden
from the participants except that which does not relate to their issues (Henn, Foard & Weinstein,
2006). The other ethical aspect to consider is the risk of harm whereby the researcher should
understand and identify any undertakings that might put the participants into risks.
Confidentiality is very vital when it comes to research. The details of the participants should not
at any point be disclosed to any other party, not even to fellow participants unless the research is
done under the same environment whereby the participants know each other. Anonymity works
hand-in-hand with confidentiality whereby no actual names or identification of the participants
should be used in the research (Ohnson & Christensen, 2012). In this study, all the ethical
requirements defined by the Research Ethics Board (REB) will be followed to the latter to avoid
any repercussions that might result.
Conclusion
This research will basically determine the key issues relating to absenteeism by drawing data
from both the existing literature as well as firsthand information from the participants. An
essential part of the research will be determining the reasons attributing to the increased cases of
absenteeism in the three branches of International Conglomerates (IC) located in France, India,
and Brazil. The most appropriate method to be used for the research is qualitatively based on its
advantages to fit within the required context of behavior investigation. The data collection
method to be utilized in this research will be the online surveys because of saving time and cost.
Each participant will be given an identical copy of the questionnaire and required to return the
response in 5 days. It is expected that the results of the research will yield similar results to those
sourced from the existing literature including the described models. The major issues causing
absenteeism will revolve on a matter such as workplace stress, lack of motivation and poor

policies within the organization. The proposals to be sourced from the participants’ feedback will
be used to come up with the appropriate recommendations for the reducing cases of absenteeism.
Schedule
The rationale of the schedule will be based on the sections of the study and how each part will be
accomplished. Given that the research has three months until completion, the available time will
be distributed among the available tasks to be covered. An effective schedule should ensure that
all the parts of the research are covered comprehensively without causing time limitations. In
research, however, the activity with the most requirements is given priority and more time. The
criterion to be used will rely upon the complexity of the task whereby data collection seems to
have sub-tasks to be covered. Designing the questionnaire will be the fundamental part because it
needs to be placed in the context of the research topic so that it can deliver the required results.
However, the initial task will begin with the selection process of the participants and inform
them what is expected of them as well as the date for the delivery of the questionnaires. This will
be a crucial part of preparing them in order to avoid issues of lateness during the time of
returning the responses. Also, it will be effective to ensure that the data is collected at an early
phase so that it can be sorted and analyzed. The next step will involve a deeper analysis of the
literature review mostly on the conceptual framework. As the feedback for the survey
questionnaire will be underway, the other parts of the study will be refined whereby the final step
will be analyzing the data and drawing the key conclusion. This process will require relating the
feedback from the participants with the written literature as well as devise the recommendations
that can be used as solutions to reducing the prevalent cases of absenteeism. The schedule is
mapped in Appendix 1.2 in the list of appendices.

References
Anderson, N. 2001. Organizational psychology. London [u.a.], Sage.
Babbie, E. R. 2011. The basics of social research. Australia, Wadsworth / Cengage Learning.
Belk, R. W. 2006. Handbook of qualitative research methods in marketing. Cheltenham, UK,
Edward Elgar. http://public.eblib.com/choice/publicfullrecord.aspx?p=283327.
Brooke, P, & Jr. 1986, 'Beyond the Steers and Rhodes Model of Employee
Attendance', Academy Of Management Review, 11, 2, pp. 345-361, Business Source Complete,
EBSCOhost, viewed 26 April 2017.
Collis, J. 2013. Business research. London, Pan Macmillan.
Eriksson, P., & Kovalainen, A. 2015. Qualitative methods in business research. Los Angeles :
SAGE https://nls.ldls.org.uk/welcome.html?ark:/81055/vdc_100026633128.0x000001.
Gaki, E, Kontodimopoulos, N, & Niakas, D 2013, 'Investigating demographic, work-related and
job satisfaction variables as predictors of motivation in Greek nurses', Journal Of Nursing
Management, 21, 3, pp. 483-490, Academic Search Premier, EBSCOhost, viewed 26 April 2017.
Henn, M., Foard, N., & Weinstein, M. 2006. A short introduction to social research. London
[u.a.], SAGE Publ.
Honore, J 2009, 'EMPLOYEE MOTIVATION', Consortium Journal Of Hospitality & Tourism,
14, 1, pp. 63-75, Hospitality & Tourism Complete, EBSCOhost, viewed 26 April 2017.
Jost, M., Nilakanta, R., & Willis, J. 2002. Qualitative research methods for education and
instructional technology. Greenwich, Conn, Information Age.

Locke A, Hanson JM, Ellis KM, Thompson J, Rochette R. (2007). Invasion of the southern Gulf
of St. Lawrence by the clubbed tunicate (Styela clava Herdman): Potential mechanisms for
invasions of Prince Edward Island estuaries. Journal of Experimental Marine Biology and
Ecology, 342: 69-77.
Maden, C 2014, 'Impact of fit, involvement, and tenure on job satisfaction and turnover
intention', Service Industries Journal, 34, 14, pp. 1113-1133, Hospitality & Tourism Complete,
Maidaniuc-Chirilă, T, & Constantin, T 2016, 'Does Workplace Conflicts Mediate The
Organizational Climate-Burnout Relationship? A Study On University Employees', Romanian
Journal Of Experimental Applied Psychology, 7, 2, pp. 28-42, Academic Search Premier,
Myers, M. D. 2013. Qualitative research in business & management. London : SAGE
Publications Ltd https://nls.ldls.org.uk/welcome.html?ark:/81055/vdc_100025412218.0x000001
Nicholson, N 1977, 'Absence Behaviour And Attendance Motivation: A Conceptual
Synthesis', Journal Of Management Studies, 14, 3, pp. 231-252, Business Source Complete,
Nicholson, N. 1977. 'Absence Behaviour and Attendance Motivation: A Conceptual Synthesis',
Journal Of Management Studies, 14(3): pp. 231-252 [Online]. Available from:
http://web.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=ba217700-0905-4a37- 8cb8-
5750c06aa753%40sessionmgr14&vid=9&hid=25

Ohnson, B., & Christensen, L. B. 2012. Educational research: quantitative, qualitative, and
mixed approaches. Thousand Oaks, Calif, SAGE Publications.
Reizer, A 2015, 'Influence of Employees’ Attachment Styles on Their Life Satisfaction as
Mediated by Job Satisfaction and Burnout', Journal Of Psychology, 149, 4, pp. 356-377,
Academic Search Premier, EBSCOhost, viewed 25 April 2017.
Rhodes, S.R & Steers, R 1990 ‘Managing Employee absenteeism’ Addison Wesley Publishing
Company.
Shea-Van Fossen, R, & Vredenburgh, D 2014, 'Exploring Differences in Work's Meaning: An
Investigation of Individual Attributes Associated with Work Orientations', Journal Of Behavioral
& Applied Management, 15, 2, pp. 101-120, Business Source Complete, EBSCOhost, viewed 26
April 2017.
Symon, G., & Cassell, C. 2012. Qualitative Organizational Research: Core Methods and
Current Challenges. SAGE Publications.
http://public.eblib.com/choice/publicfullrecord.aspx?p=880788.
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List of appendixes
Appendix 1.0 sample questionnaire
Directions: Please tick and elaborate where appropriate
Male
Female
1: What isyour gender?
2yrs or less
3-6 yrs
Above 7 yrs
3: How many yearshave you worked in thisorganization?
18-30
31-45
46-55
Above 56
2: What isyour age?
Manager
Supervisor
Subordinate staff
Other………………………
4: What isyour jobposition?

Illness
Injury
Family problem
Pregnancy
No reason
Other………………………
…..
Once
Twice
Thrice
Week
Other………………………
…..
Yes
No
Somehow
5: Do you understand the sick policy in your organization?
6: How many timeshave you beenabsentfrom work in the last 12 months?
7: What was the reasonfor absenteeism?

Rewards
Promotions
Training opportunity
Other…………………
None
8: What are the motivational programs in your organization?
Excellent
Good
Moderate
Poor
Very poor
9: How would you rate your workplace environment?
Employee development programs
Rewarding programs
Improved policies
Employee relation
Other………………………….
10: What programs can the managementimplementtoimprove your attendance to work and
performance?

Yes
No
Very well
Fairly well
Poorly
Very Poor
11: How do your leaderstreat and relate with you?
12: Do you findyour workplace stressful?

Appendix 1.1: Research schedule
Designing and distributing
questionnaire
Conducting Literature
review
Data analysis
Recommendation&
conclusions
1-15 days
16-30 days
31-45 days
46-65 days
Editing and
connecting allparts
Sorting data
66-75 days
76-90 days

International conglomerates

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