measuring absenteeism
MEASURING AND MANAGING ABSENTEEISM IN THE WORKPLACE
Productivity loss due to absenteeism is a serious growing challenge.
We live in an absenteeism culture. Talking a day off and calling in sick is supported and encouraged by the society. Many people’s attitude is” The time is coming to us” (Robert F.Allen and Michael Higgens- the Absenteeism Culture. Becoming attendance oriented.)
Unscheduled absenteeism is on the rise and the rates of absenteeism are at their highest since 1999. The major concern is that almost two out of three employees who do not show up aren’t physically ill or have challenging issues.
Absence measurement and management is an increasingly growing body of knowledge and experience that managers apply to control and reduce absenteeism and its accruing costs.
To ensure that the issue of absenteeism is effectively addressed, managers and supervisors-armed with the required guidance and training, need to understand the circumstances and factors surrounding absenteeism in the workplace, and thus actively participate in the company’s procedures and policies to effective curb absenteeism in the workplace.
Employers attempt to cut down excessive employee absenteeism through tighter controls. They demand doctor’s report or use some other punitive mechanisms that targets symptoms of absenteeism rather than its causes. The problem will not go away unless the underlying root causes are removed. Building an attendance culture!
How should absenteeism effectively be managed? Triggers or incentives? / Carrots or sticks?
Introduction:
Absenteeism from workplace has been on the increase and may be an indicative of poor morale, lack of motivation, sick building syndrome, poor organizational polities or mere indiscipline from the employees. However, many employers have introduced and implemented absence policies which make no distinction between absence for genuine reasons or illness and absence for inappropriate reasons. One of these policies is the
Productivity loss due to absenteeism is a serious growing challenge.
We live in an absenteeism culture. Talking a day off and calling in sick is supported and encouraged by the society. Many people’s attitude is” The time is coming to us” (Robert F.Allen and Michael Higgens- the Absenteeism Culture. Becoming attendance oriented.)
Unscheduled absenteeism is on the rise and the rates of absenteeism are at their highest since 1999. The major concern is that almost two out of three employees who do not show up aren’t physically ill or have challenging issues.
Absence measurement and management is an increasingly growing body of knowledge and experience that managers apply to control and reduce absenteeism and its accruing costs.
To ensure that the issue of absenteeism is effectively addressed, managers and supervisors-armed with the required guidance and training, need to understand the circumstances and factors surrounding absenteeism in the workplace, and thus actively participate in the company’s procedures and policies to effective curb absenteeism in the workplace.
Employers attempt to cut down excessive employee absenteeism through tighter controls. They demand doctor’s report or use some other punitive mechanisms that targets symptoms of absenteeism rather than its causes. The problem will not go away unless the underlying root causes are removed. Building an attendance culture!
How should absenteeism effectively be managed? Triggers or incentives? / Carrots or sticks?
Introduction:
Absenteeism from workplace has been on the increase and may be an indicative of poor morale, lack of motivation, sick building syndrome, poor organizational polities or mere indiscipline from the employees. However, many employers have introduced and implemented absence policies which make no distinction between absence for genuine reasons or illness and absence for inappropriate reasons. One of these policies is the