The Concept of Absenteeism

Topics: Motivation, Maslow's hierarchy of needs, Abraham Maslow Pages: 13 (3723 words) Published: May 6, 2013
Absenteeism is when employees fail to report to work when they are scheduled. Absenteeism can be costly and huge disruption for the employer. It is hard for any organisation to achieve its objectives if the staff fails to report to work. It can result in quality of the output and in some cases it can bring a complete closure for production. The definition of absenteeism, its causes, its affects on productivity and its costs in term of finances and administrative effectiveness are quite clear, the challenge is in taking affirmative action to control it. People can be absent from work for a number of reason, some of them for a very good reason but whatever the reason, absence is costly and disruptive and needs to handled with skill, understanding and confidence. What causes employees to skip work? Absenteeism is one of the most serious problem facing today� workplace. Employers must be able to identify what is causing their employees to miss work in order for them to find a solution. The reason for the absences can be divided into two categories as under:- * Internal (within the individual)

Internal causes can include serious accidents and illnesses, transportation problem, stress, low morale, poor physical fitness, inadequate nutrition and personal problem. * External (within the company)

External causes range from poor working conditions, boredom on the job, lack of motivation, lack of job satisfaction, guaranteed salary and workload. As we can see causes of absenteeism fluctuate and whether they are legit or not they and very much carry on. Absenteeism impose losses on the employer who is also not at fault. The damage suffered by the employer must be weighted. What are some of costs of absenteeism? There are three categories in for which the costs can be identified as under:- * Productivity

Lost productivity of the absence employee, decreased overall productivity of those employee. * Financial
Any temporary help costs incurred, possible loss of business or dissatisfied of customers. * Administrative
There are various factors that influence an employee to remain absent from work. They are as follows: Personal Factors:-
1. Personal Attitude:
The attitude one carries to work says a lot about the person. Employees with strong workplace ethics will respect work and appreciate the contribution they make to their companies. Such employee will not engage themselves in taking unschdualed off. On the other hand, employees with very low or no work ethics are undisciplined and have lot of integrity and behavioural issues. Since they feel no obligation towards the company, absenteeism comes easily to them. 2. Age:

The younger employees are often restless. They want to spend time with their friends and have fun, rather than being tied down with work responsibility. The lack of ownership often leads them to take unauthorized time off. With age, people gain experience and maturity, which makes them focuses and responsible. Their approach is rather professional and they prefer to stick to their chairs to get the work done. If ever they are found absent, then it could be due to sickness. 3. Seniority:

Employees, who have been with the company for a long time are well-adjusted with the working culture and the job, therefore, they find no reason to be absent without permission. On the other hand, new hires are more prone to taking ad hoc breaks to unwind themselves. 4. Gender:

Women generally do a balancing act by stuffing their time between home and work. Family, being their foremost priority, they don�t think twice before taking a step towards absenteeism. Organisational Factors:

1. Stress:
The pressure at work sometimes takes a toll on the employees. This result in increased the level of stress. The employees then resort to excuses that can help them stay away from work. 2. Work Routine:

Doing the same job over a period of pressure at work sometimes takes a toll on the employees. This result...
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