Organizational Leadership as Correlate of Absenteeism at Work Station

1724 Words May 10th, 2013 7 Pages
ORGANIZATIONAL LEADERSHIP AS CORRELATE OF ABSENTEEISM AT WORK STATION
INTRODUCTION
All organizations, be it business, educational or government are social systems. These are run by people, Example: Industrial organization, is a combination of men, money, machinery, material and management. The functioning of an organization depends upon how people work or behave in the organization.
The scientific management came into existence to focus on behavioural aspects of management. Failure of scientific management gave birth to human relation movement. It was founded on more emphasis on workers cooperation and moral. The study of human relations is not a new phenomenon. It got recognition in business, production still continued to claim dominating
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Excessive absences often coincide with poor performance, high turnover rates and low organisational commitment.
What is an acceptable level of absence?
The diversity and nature of organisations means that there is no optimum or standard level of acceptable workplace absence that is applicable. Each organisation is best placed to determine when workplace absence rates require investigation and management. If an organisations thinks that there is a problem, then it is worth investigating. It is important that an organisation looks for trends and patterns. An acceptable average absence rate may mask trends and patterns in certain divisions or individuals.
Causes of Workplace Absence
Understanding the cause of workplace absence is not always straightforward absence behaviour is variable and complex. For the same individual, absence is likely to have different causes at different times and in different contexts. In broad terms, there are three major influences on attendance: Illness or injury Non-work related factors (e.g. emergencies) Motivation - Attitudes and behaviours associated with a lack of motivation to attend the workplace (e.g. low job satisfaction, non-commitment to the organisation, workplace tension)

Illness and injury does not always arise from the individual’s personal circumstances, but can also be the result of work factors. For example,

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