Prospectus

Introduction

Organizational absenteeism is a phenomenon that exists in all organizations. Employees work in organizations designed to accomplish the goals for which the organization or business exist. McLean (2005) suggested that workplaces are established with a hierarchical structure, processes, and methods for accomplishing work effectively; and organizations are formed and staffed to achieve profitability, governance, or service goals, per the nature and purpose of the workplaces. Many authors indicated that employees who are dissatisfied are inclined to be absent from work more frequently although absenteeism is dependent on group level factors and organizational policies. In past literature related to employee absenteeism it is suggested how managers can improve their absenteeism rate and productivity (Buschak, Craven, & Ledman, 1999). Organizational culture, productivity, organizational commitment, job stress and job satisfaction seem to be some causes for organizational absenteeism.

Problem Statement

Absenteeism has been described as a behavior that has serious consequences for the person, colleagues, and the organization (Porter & Steers, 1973). Employee absenteeism has been a concern of practitioners and the focus of much research by organizational theorist. There are many attributions that employees make for the factors that contribute to a decision to be absent from work (Dalton & Perry, 1981). Consequently, different organizational cultures and specific interpersonal subtleties may attribute to inexcusable absence to an excusable absence and vice versa may be one of the most significant reasons for increased employee absenteeism. Scanlan (2005) provided several suggestions that organizations should think about such as: (1) try to build a positive work environment so that its employees are happy and productive; (2) create good business intelligence and (3) produce a culture where individuals want to be and work because all of these

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