Cause And Effects Of Absenteeism

ONO is a large auto-supply company that does a large volume of business with only eleven employees. Absenteeism seems to have increased over the last two years and has had a significant effect on ONO. The information in the text shows that ONO had lost 539 employee labor-hours or 67.375 days to employee absenteeism last year. Because there are only eleven employees, this equals out to 6.125 missed days per employee. This is actually less than the United States average of seven missed days per year. Is absenteeism at ONO a serious problem? Whether or not a serious problem, the data from ONO, Inc. suggests there is enough to warrant an investigation and a new strategy to minimize absenteeism. As

reduced absenteeism. Absenteeism is a result of employee boredom with their job as they don’t feel personally connected to the company. Empowered employee feels valued and challenged which results in job satisfaction consequently absenteeism decreases.

On the other hand, the success of the company is in large part due to the hard work of the staff who would lose their employment. In addition, it must be determined who would perform the work of the dismissed employees and if the company would be able to function without them. Moreover, the morale and productivity

In case of June, this is a perfect example of employee stress due to low task control and thus creating work overload. As the senior management didn’t pay heed to her plea of hiring more representatives in order to make the job

Hochschild found an attendant who stated that “It’s as if I can’t release myself from an artificially created elation” (4). The attendant felt like she couldn’t break away from the image she created at work even after she left (4). Davies maintains a similar point of view in that workers emotions are being influenced by corporations, but he believes employees can break away from the control of companies. To argue how he believes employees can break away from corporations Davies states “Disengagement is believed to manifest itself in absenteeism, sickness and – sometimes more problematic – presenteeism, in which employees come into the office purely to be physically present” (1). This statement means that employees are resisting work and when they do show up, they are not invested in the job and are not being as productive as possible (1). To prevent this from continuing to happen companies have offered gym memberships and personal counseling as an incentive to work better and increase profits for the company

272). Absenteeism is a common problem in the workplace today, and it is a widespread concern in many organizations. Employees call out sick for a variety of reasons, but if it occurs frequently enough it becomes an obvious issue. Some staff members make absenteeism a habit, meaning they call out more than their peers. At this point, absenteeism results in disruptive work processes for other staff members and becomes financially draining to the employer (Sullivan & Decker,

If a company has employees that quit or do not come in at all have to keep their work going so they have to hire someone quickly to take the place of the employee that quit or did not come in. Factories usually have a high turn over rate and if they do not have enough employees they can not get their work done in time.

As a manager in a Contact Centre, unplanned absence causes issues. I have collected the absence data across the four departments within the Contact Centre for the same time period in 2011 and 2012. (January – September)

* Absence – The company needs to collect data on employee’s absence including annual leave and sickness. By keeping track of absence we can get an idea of any trends within the organisation.

Absence from the British Gas Business – Customer Care function is currently at its highest levels since 2010. The average number of days taken as absence within the short term sickness (STS) criteria (under 20 consecutive days), has increased from 4.6 to 5.5 days per employee per rolling 52 weeks. The increase in long term sickness (LTS) registered within the organisation has increased by 0.8% over the past 4 years.

Hospitals are known to be a place of refuge for those who are ill. It is expected of hospitals to know what is best medically for their patients and employees. On the other hand, a dangerous problem has resonated within the medical system that goes unnoticed. Presenteeism is a term that is not heard within the workplace; a more relative term known would be absenteeism. In context, presenteeism is the act of a worker coming into work knowing that they are physically unwell. Healthcare systems that set in place a strict attendance policy will inevitably have presenteeism. Not only does this punish a healthcare worker for being sick, but puts the lives of the patients in danger. Hospitals need to review their defective attendance systems. A lenient policy would help develop a healthy staff, and diminish the spread of contagious infections among patients.

This supports my organisations strategy as overall it will maintain workforce levels. It will benefit both employees and managers as it will create better productivity. If everybody’s absence levels are low, this will produce better teamwork as there will be more morale. It also benefits the employees as HR staff can track trends. For example, if an employee is off several times for the same reason they can offer support to this employee. Absence management can benefit the company as it can ensure they are meeting all of the legal requirements and make sure employees aren’t having too much time off.

The vast majorities of organisations have a written absence/attendance management policy, record their employee absence rate collect information on the causes of absence and provide one or more well-being benefits. Developing line managers’ capability to manage absence (2014: 56% of those that made changes; 2013: 33%)

Employers today come up against many obstacles regarding employee productivity. Some of those concerns include health related absenteeism and presenteeism.. Matke and others observed there is a shift in burden to employers due to Americas aging workforce that results in loss of productivity brought on by illness related absenteeism and presenteeism (Matke and others, 2013). A report by Berry, Mirabito, and Baun show that absenteeism and presenteeism account for lost productivity costs that are

As companies and managers around the world continue to tackle this ever growing issue many western companies have begun to implement strategies to combat the symptoms of lost productivity caused by absenteeism, however, even within western cultures, these tactics don’t work as planned. Many factors play a role; however, some companies are gaining success from various tactics used to combat absenteeism and tardiness. In a world full of different motivations and cultural differences, it can be difficult for companies to have a full success; however, with careful planning and cultural understanding companies can begin to battle against this costly crisis in the workplace.