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Employee’s Absenteeism
By:
LEGENDS
Presented By: LEGENDS
Employee’s Absenteeism
RESEARCH REPORT ON EMPLOYEE’S ABSENTEEISM
SUBMITTED TO:
Respected Sir
Mr. Mohammad Zaheer
SUBMITTED BY:
GLARES
1. Syed Zishan Haider (Group Leader)
G1F05MBAP0314
2. Shahbaz Arshad G1F05MBAP0323
3. Aleem Akram G1F05MBAP0339
Presented By: LEGENDS
Employee’s Absenteeism
DEDICATION
“We want to dedicate our Research Report to our
Parents who gave us an urge for learning.”
(GLARES)
Presented By: LEGENDS
Employee’s Absenteeism
ACKNOWLEDGEMENT
First of all we are thankful to Almighty Allah for giving us the
strength and courage to complete this project. Secondly we
would like to thank our course instructor, Sir Muhammad
Zaheer, for schooling us and for providing encouragement and
much needed moral support. We are also thankful to him for
assigning us such an interesting project with a lot of learning
involved in it. The development of this project has enabled us to
understand the contents of this course in a better way. The
project has given us a practical experience, which will prove to
be very beneficial in our forth-coming practical life.
Presented By: LEGENDS
Employee’s Absenteeism
TABLE OF CONTENTS
EXECUTIVE SUMMERY:..............................................................................................7
EMPLOYEE’S ABSENTEEISM:....................................................................................8
TYPES OF ABSENTEEISM.......................................................................................8
INNOCENT ABSENTEEISM.................................................................................8
CULPABLE ABSENTEEISM.................................................................................9
THE CAUSES OF ABSENTEEISM............................................................................9
THE COST OF ABSENTEEISM...............................................................................10
DECREASE IN PRODUCTIVITY........................................................................10
FINANCIAL COSTS.............................................................................................10
ADMINISTRATIVE COSTS.................................................................................10
IDENTIFYING EXCESSIVE ABSENTEEISM........................................................10
INDIVIDUAL COMMUNICATION.........................................................................11
PROOF OF ILLNESS................................................................................................12
AFTER THE INITIAL INTERVIEW........................................................................14
THEORETICAL FRAMEWORK..................................................................................15
DEPENDENT VARIABLE........................................................................................15
INDEPENDENT VARIABLES.................................................................................15
MODERATING VARIABLE....................................................................................15
INTERVENING VARIABLE....................................................................................15
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK................16
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK
INCLUDING THE INTERVENING VARIBLE.......................................................17
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK
INCLUDING THE MODERATING VARIABLE....................................................18
HYPOTHESIS DEVELOPMENT.................................................................................19
METHOD OF MEASUREMENT..............................................................................19
SCIENTIFIC DATA COLLECTION.........................................................................19
Presented By: LEGENDS
Employee’s Absenteeism
POPULATION FRAME............................................................................................20
SAMPLE FRAME......................................................................................................20
VALIDITY AND RELIABILITY..............................................................................20
LITERATURE REVIEW...............................................................................................21
CHANGE WORKING CONDITIONS......................................................................22
DEVELOP AN ATTENDANCE POLICY................................................................23
DEALING WITH ABSENTEEISM...............................................................................24
Keep track of absences...........................................................................................24
Schedule a meeting with the employee..................................................................24
Write a report..........................................................................................................25
Give an ultimatum..................................................................................................25
ATTENDANCE MANAGEMENT............................................................................26
PURPOSE OF ATTENDANCE MANAGEMENT...................................................26
ATTENDANCE MANAGEMENT PROGRAM.......................................................27
1. Information Communication Systems................................................................27
2. Information Testing............................................................................................29
3. Taking Appropriate Group Action......................................................................29
GUIDELINES FOR ABSENTEEISM CONTROL.......................................................31
COUNSELING INNOCENT ABSENTEEISM.........................................................31
CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM................................33
DATA ANALYSIS..........................................................................................................36
CROSS TABS ANALYSIS............................................................................................58
CROSS TABS ANALYSIS............................................................................................59
CONCLUSION...............................................................................................................61
Presented By: LEGENDS
Employee’s Absenteeism
EXECUTIVE SUMMERY:
Employees Absenteeism is the hot issue faced by most of the organizations now days
because employee’s absenteeism leads to the reduction in productivity. Many
organizations set aside approximately 3% of budget for absenteeism. This makes an
average of about eight (8) days a year per employee. As pressure increase on the budget
of the social protection system and on the competitiveness of companies, so more
attention is being paid to measures to reduce workplace absenteeism and its cost.
For conducting this research we have developed a good research design to identify the
reasons of Employees absenteeism. The main source of data gathering is the
Questionnaire and Pilot studies in which face to face interviews will be conducted with
the employees of different sectors (Government and Private).
This research does not attempt to give all the answers to every possible situation but
rather, offers suggestions and guidelines on which answers can be built. Positive
motivation should be the main body of any attendance management program because it
produces the best results. If an employee's experiences in the work place are pleasant, if
he/she feels valued and appreciated, if supervision is fair but firm, that employee will
be more motivated to attend work regularly.
Implementing and maintaining a work environment where open communication and
team spirit can thrive will at first sometimes seem a mammoth and somewhat
unrealistic task. If you need encouragement just consider some of the benefits; reduced
absenteeism, open communication, team spirit, reduced grievances and greater
employee satisfaction.
Presented By: LEGENDS
Employee’s Absenteeism
EMPLOYEE’S ABSENTEEISM:
Absenteeism is referred to herein as failure of employees to report for work when they
are scheduled to work. Employees who are away from work on recognized holidays,
vacations, approved leaves of absence, or leaves of absence allowed for under the
collective agreement provisions would not be included.
The definition of absenteeism, its causes, its affects on productivity, and its costs in
terms of finances and administrative effectiveness are quite clear. What is not as clear
is how to take affirmative action to control absenteeism in such a way as not to create
mistrust, costly administration and systems avoidance (game players). Traditional
methods of absenteeism control based only on disciplinary procedures have proven to
be ineffective. It is almost impossible to create a fair disciplinary procedure because
even well run disciplinary systems, which treat similar actions in consistently similar
ways, are usually seen as unfair. The reason for this is discipline alone usually does not
identify or address the root causes of absenteeism. Every employee who takes time off
in defiance of company regulations has reasons, right or wrong, which justify to
themselves the legitimacy of their actions. Unless a management attendance program
identifies and addresses the causes of employee absenteeism it will be ineffective and
unfair. Traditional disciplinary programs alone can, at best, give the illusion of control.
It is no secret that there are ways to beat even the best systems. The fear of discipline
often only increases the desire to avoid management systems.
TYPES OF ABSENTEEISM
There are two types of absenteeism, each of which requires a different type of
approach.
INNOCENT ABSENTEEISM
Innocent absenteeism refers to employees who are absent for reasons beyond their
control; like sickness and injury. Innocent absenteeism is not culpable which means
Presented By: LEGENDS
Employee’s Absenteeism
that it is blameless. In a labor relations context this means that it can not be
remedied or treated by disciplinary measures.
CULPABLE ABSENTEEISM
Culpable absenteeism refers to employees who are absent without authorization for
reasons which are within their control. For instance, an employee who is on sick
leave even though he/she is not sick but it can be proven that the employee was not
sick, is guilty of culpable absenteeism. To be culpable is to be blameworthy. In a
labor relations context this means that progressive discipline can be applied.
For the large majority of employees, absenteeism is legitimate, innocent
absenteeism which occurs infrequently. Procedures for disciplinary action apply
only to culpable absenteeism. Many organizations take the view that through the
process of individual absentee counseling and treatment, the majority of employees
will overcome their problems and return to an acceptable level of regular
attendance.
THE CAUSES OF ABSENTEEISM
The causes of absenteeism are many and include:
Serious accidents and illness
Poor working conditions
Lack of job satisfaction
Inadequate leadership and Poor supervision
Personal problems (financial, marital, substance abuse, child care etc.)
Poor Physical Fitness
Transportation Problems
Workload
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Employee’s Absenteeism
THE COST OF ABSENTEEISM
DECREASE IN PRODUCTIVITY
Employees may be carrying an extra workload or supporting new or
replacement staff
Employees may be required to train and orientate new or replacement workers
Staff morale and employee service may suffer
FINANCIAL COSTS
Payment of overtime may result
Cost of self-insured income protection plans must be borne plus the wage costs
of replacement employees
Premium costs may rise for insured plans
ADMINISTRATIVE COSTS
Staff time is required to secure replacement employees or to re-assign the
remaining employees
Staff time is required to maintain and control absenteeism
IDENTIFYING EXCESSIVE ABSENTEEISM
Attendance records should be reviewed regularly to be sure that an employee's sick-
leave days are excessive compared to other employees. If a supervisor suspects that an
employee is excessively absent, this can be confirmed through reviewing the attendance
records.
If all indications show that an employee is excessively absent, the next step is to gather
as much information as possible in order to get a clearer picture of the situation. The
employees' files should be reviewed and the employee’s immediate supervisor should
document all available information on the particular employee's history.
Presented By: LEGENDS
Employee’s Absenteeism
INDIVIDUAL COMMUNICATION
After all available information has been gathered, the administrator or supervisor
should individually meet with each employee whom has been identified as having
higher than average or questionable (or pattern) absences. This first meeting should be
used to bring concerns regarding attendance to the employee's attention. It is also an
opportunity to discuss with the employee, in some depth, the causes of his or her
attendance problem and possible steps he or she can take to remedy or control the
absences. Listen carefully to the employee's responses.
The tone of the meeting should not be adversarial, but a major purpose of the interview
is to let the employee know that management treats attendance as a very important
component of overall work performance. Keep your comments non-threatening and
work-oriented. Stick to the facts (i.e. patters, profiles, rates etc.). The employee should
be given a copy of there attendance report with absences highlighted for discussion.
This interview will give you the opportunity to explore in depth with the employee the
reasons for his or her absence. Gather facts - do not make any assumptions. Provide
support and counseling and offer guidance as the occasion demands to assist the
employee to deal with the specific cause of the absence.
Often, after the initial meeting employees reduce their absenteeism. The meeting shows
that you are concerned and that absenteeism is taken seriously. The employee's
attendance should be closely monitored until it has been reduced to acceptable levels.
Appropriate counseling should take place as is thought necessary. If a marked
improvement has been shown, commend the employee. The meeting should be
documented and a copy placed in the employee's file.
Presented By: LEGENDS
Employee’s Absenteeism
PROOF OF ILLNESS
Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.
The extent to which an employer may inquire into the nature of and reasons for an
employee's absence from the workplace is a delicate issue. The concepts of an
employee's privacy and an employer's need for information affecting the workplace
often come into conflict. Seldom is the conflict more difficult to resolve than where
personal medical information is involved.
Unions will often strongly object to any efforts by management to inquire more deeply
into the nature of an employee's illness. You will need to consider the restraints of any
language in collective agreements in relation to this issue.
Generally speaking, however, the following "rules of thumb" can be derived from the
existing jurisprudence:
There is a prevailing right to privacy on the part of an employee unless the
employer can demonstrate that its legitimate business interests necessitate some
intrusion into the employee's personal affairs.
When such intrusion is justified it should be strictly limited to the degree of
intrusion necessitated by the employer's interests.
An employee has a duty to notify his employer of an intended absence, the
cause of the absence and its expected duration. This information is required by
the employer to meet its legitimate concerns to have at its disposal facts which
will enable it to schedule work and organize its operation.
An absent employee has an obligation to provide his employer with information
regarding any change to his condition or circumstances relating to it which may
affect the employer's needs as described in item #3 above. As such, the interest
of the employer in having this information outweighs the individual employee's
right to privacy.
Presented By: LEGENDS
Employee’s Absenteeism
An employer rule requiring proof for every absence is unreasonable if an
absenteeism problem does not exist.
A mere assertion by the person claiming to be sick is not satisfactory proof.
The obligation to prove sickness, where the employer requires proof, rests with
the employee.
An employer is entitled upon reasonable and probable grounds to refuse to
accept a physician's certificate until it contains sufficient information to satisfy
the employer's reservations. (i.e. seen by physician, some indication of return to
work, etc.). Non-production of a required medical certificate could result in loss
of pay until the certificate is produced.
Where a medical certificate is rejected by an employer (as in #8 above) the
employer must state the grounds for rejection and must point out to the
employee what it requires to satisfy the onus of proof.
An employer may require an employee to prove fitness for work where it has
reasonable grounds to do so. In a health care setting the nature of the employer's
business gives it a reasonably irresistible interest in this personal information
for the purpose of assessing fitness.
Where any unusual circumstances raise reasonable suspicion that an employee
might have committed an abuse of an income protection program an employer
may require an employee to explain such circumstances. For example, an
employer may require responses as to whether the illness confined an employee
to his/her bed or home; whether an employee engaged in any outside activity
and the reasons for the activity.
In summary then, any intrusion into the employee's privacy must be shown to be
reasonable, based on the individual circumstances and in relation to the operation of the
employer's business. If income protection abuse is suspected the extent to which such
intrusion is "reasonable" would be far greater than in the case where it is not. If you are
not clear on whether an inquiry is legally justified it is advisable to consult your
superior.
Presented By: LEGENDS
Employee’s Absenteeism
AFTER THE INITIAL INTERVIEW
If after the initial interview, enough time and counseling efforts, as appropriate, have
passed and the employee's absenteeism has not improved, it may be necessary to take
further action. Further action must be handled with extreme caution - a mistake in
approach, timing or severity can be crippling from both an administration and labor
relation's point of view.
Determining whether counseling or disciplinary action is appropriate, depends on
whether the employee's absences are innocent or culpable. If the employee's
absenteeism is made up of both innocent and culpable absences, then each type must be
dealt with as a separate issue. In a labor relation's context innocent absenteeism and
culpable absenteeism are mutually exclusive. One in no way affects the other.
Presented By: LEGENDS
Employee’s Absenteeism
THEORETICAL FRAMEWORK
A theoretical framework is a conceptual model of how one theorizes or makes logical
sense of the relationships among the several factors that have been identified as
important to the problem. Developing such a conceptual framework helps us to
hypothesize and test certain relationship and thus to improve our understanding of the
dynamics of the situation. In our project the variables that have been identified as
important to the problem are:
DEPENDENT VARIABLE
Absenteeism of Employees.
INDEPENDENT VARIABLES
Personal Problems (Family Care)
Social Events
Health Problems (Physical & Psychological)
Serious Accident
Lack of Job Satisfaction
Transportation Problems
MODERATING VARIABLE
Poor Working Environment
Work Load
INTERVENING VARIABLE
Employer’s Behavior (Poor Supervision, Inadequate Leadership)
Presented By: LEGENDS
Employee’s Absenteeism
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK
Presented By: LEGENDS
Personal Problems
Social Events
Health Problems
Serious Accident
Lack of Job Satisfaction
Transportation Problems
Employee’s Absenteeism
Independent Variable Dependent Variable
Employee’s Absenteeism
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK
INCLUDING THE INTERVENING VARIBLE
Presented By: LEGENDS
Employer’s Behavior
Personal Problems
Social Events
Health Problems
Serious Accident
Lack of Job Satisfaction
Transportation Problems
Employee’s Absenteeism
Independent Variable Intervening Variable
Dependent Variable
Employee’s Absenteeism
SCHEMATIC DIAGRAM FOR THE THEORETICAL FRAMEWORK
INCLUDING THE MODERATING VARIABLE
Presented By: LEGENDS
Working Environment
Employer’s Behavior
Personal Problems
Social Events
Health Problems
Serious Accident
Lack of Job Satisfaction
Transportation Problems
Employee’s Absenteeism
Work Load
Independent Variable Intervening Variable
Dependent Variable
Moderating Variable
Employee’s Absenteeism
HYPOTHESIS DEVELOPMENT
A hypothesis and be defined as a logically conjectured relationship between two or
more variables expressed in the form of a testable statement. Relationships are
conjectured on the basis of the network of association established in the theoretical
framework formulated for the research study. By testing the hypothesis, it is expected
that solution can be found to correct the problem encountered.
Hypothesis # 1: Single employees are absent more frequently than married employees.
Hypothesis # 2: The higher the rate of pay and the greater the length of service of the
employee, the fewer the absences
METHOD OF MEASUREMENT
We have conducted questionnaire development for the survey.
We conducted the review of the relevant literature to identify existing scale of
measure.
We have also conducted in-depth interview with various organizational
employees concerning to Government and Private Sector.
SCIENTIFIC DATA COLLECTION
After the development of the hypothesis, data with respect to each variable in the
hypothesis need to be obtained. In other word further scientific data collection is need
to test the hypothesis that are generated in the research.
Presented By: LEGENDS
Employee’s Absenteeism
POPULATION FRAME
Population frame consist of those persons or individuals who are providing their
services as an employee in the organization. As the population is enormous so it is
rather very difficult for us to make our exact targeted individual because many of them
have not sufficient time to fill the questionnaire.
SAMPLE FRAME
The sample size is 100 and it is taken from the population frame. Each subject is very
precisely and deliberately considered. The sample is taken randomly and no
consideration is made to draw sample stratified or cluster sampling.
VALIDITY AND RELIABILITY
Great consideration is made while collection of data that responded should be rational
about their services and answer the best one. As we have taken the sample randomly
according to statistician there is no malfunction in random sampling. No any class is
tending to protect while making survey. Although we made our level best effort to
reduce non-serious respondent and only considered those who are serious and rational.
Presented By: LEGENDS
Employee’s Absenteeism
LITERATURE REVIEW
Gary Vikesland, MA LP CEAP
Recently, I was asked by a manager how he should deal with the fact that on any given
day 10% of his employees are absent from work. I informed the manager that the
problem of employee absenteeism is a problem best resolved by taking the following
four positive interventions versus taking a negative or punitive approach.
CHANGE MANAGEMENT STYLE
We are all aware of the fact that when employees call in ill, it does not mean they are
truly too physically ill to work. One reason, outside of illness, that employees are
absent is stress, and the number one reason employees are stressed has to do with their
relationship with their manager/supervisor.
Management styles that are too authoritarian tend to promote high levels of
absenteeism among employees. Authoritarian managers are managers who have poor
listening skills, set unreachable goals, have poor communication skills, and are
inflexible. In other words, they yell too much, blame others for problems, and make
others feel that it must be their way or the "highway." Authoritarian managers tend to
produce high absenteeism rates. By identifying managers who use an authoritarian
style, and providing them with management training, you will be taking a positive step
not only toward reducing absenteeism, but also reducing turnover, job burnout, and
employee health problems such as backaches and headaches.
Presented By: LEGENDS
Employee’s Absenteeism
CHANGE WORKING CONDITIONS
The employees in your company probably work in a well-lighted climate controlled
building. The working conditions I am referring to relate to coworker relationships. Not
only does relationship stress occur between the employee and manager, but it also
exists between employees. Frequently I hear employees say they did not go to work
because they are fearful of or angry with another employee. These employees usually
report they just could not deal with "so and so" today, so they called in ill. Companies
that adopted policies and values that promote employee respect and professionalism,
and promote an internal conflict resolution procedure, are companies that reduce
employee stress. A reduction in employee stress reduces employee absenteeism.
PROVIDE INCENTIVES
Giving employees incentives for reduced absenteeism is not the same as rewarding or
giving employees bonuses for reduced absenteeism. An incentive provides an employee
with a boost to their motivation to avoid unnecessary absenteeism. It simply helps the
employee decide to go to work versus staying home and watching Jerry Springer.
The types of incentive programs used by companies are numerous. Some companies
allow employees to cash-in unused sick days at the end of every quarter, others give an
employee two hours of bonus pay for every month of perfect attendance; and still
others provide employees with a buffet lunch, a certificate of achievement, or even a
scratch-off card concealing prizes. The type of incentive program that your company
uses should be one created especially for your company. You can create an incentive
program tailored to your unique company by allowing employees to help you develop
the incentive program. For example, your employees may not care about receiving a
$25.00 U.S. saving bond for perfect attendance, but they might respond very well to
being able to leave one hour early on Friday if they have perfect attendance all week.
Presented By: LEGENDS
Employee’s Absenteeism
The duration of the incentive program is also very important. Once again allow your
employees to help guide you to determine the length of time between incentives. Some
companies find that they can simply reward employees with perfect attendance once a
year, while others decide once a month is best, and still others decide once a week
works best. The general rule of thumb is to reward workers more frequently the
younger they are and the more difficult the work is to perform. Also, it is best to start
with small incentives and work up to larger ones if necessary.
DEVELOP AN ATTENDANCE POLICY
Every company should have an attendance policy. An attendance policy allows a
manager to intervene with an employee who is frequently absent. Besides stress as a
primary reason for employee absenteeism, other causes relate to alcoholism, domestic
violence, and family problems. If you confront an employee about his or her frequent
absenteeism, and they inform you it is due to personal problems, consider referring the
employee to an Employee Assistance Program (EAP).
Presented By: LEGENDS
Employee’s Absenteeism
DEALING WITH ABSENTEEISM
09/ 18/ 2002
by Vicki Gerson
By Michael W. Moore
Even the best employees miss a day of work now and then. When calling in sick
becomes the rule rather than the exception, however, you have a problem. Absenteeism
can cause all sorts of serious problems for your business, from other employees having
to cover for the missing worker to missed deadlines to dissatisfied customers.
Here are some steps to control absenteeism:
Keep track of absences.
It is important that you keep careful records so you can compare the absences of all
your employees. Check back over your records and see if any patterns emerge, such as
an employee who seems to call in sick only on Fridays or warm summer days.
Find out if absenteeism is voluntary or unavoidable
Has the employee been missing work due to an unavoidable problem, such as a serious
illness in the family? Or does the employee seem to be lacking a good reason? Talk to
the employee to find out what the specific problem is. Ask the employee what you can
do to help. However, if you suspect your employee isn’t being straight with you, you
may want to ask for validation of future absences.
Schedule a meeting with the employee.
If youÆre not satisfied with the initial conversation, have a private meeting. Have your
facts in front of you and don't yell or scold--try to keep the discussion friendly. Tell the
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Employee’s Absenteeism
employee that you want to understand and solve the problem. Don't discipline the
employee at this meeting.
If things donÆt get better, hold another meeting. Explain how the employee's absence
is affecting others, and tell him you need an improved performance and better
attendance on the job.
Write a report.
It is important to document what has occurred with this employee. Create a written
report that is placed in the employee's personnel file. Include the date of all the
absences, the meeting dates and the gist of the two conversations. Be sure to give a
copy of this written report to the employee as well.
Give an ultimatum
The employee has two choices at this time: start coming to work regularly or find
another place of employment. If the employee decides to leave at this time, know that
letting the employee stay would have been a detriment to you and your other
employees.
Presented By: LEGENDS
Employee’s Absenteeism
ATTENDANCE MANAGEMENT
(Created January 1987 and last updated February 2000)
The management of attendance is an important aspect of supervision in the workplace.
The cost of absenteeism is greater than the direct payment of wages and benefits paid
durance the absence. Organizations must also consider the indirect cost of staffing,
scheduling, re-training, lost productivity, diminished moral, turnover, opportunity cost.
The indirect costs often exceed the direct cost of absenteeism.
Every person day of absence costs $2,500 (based on 9 days absent out of 250 working
days and an average payroll of $35,000).
Effective supervisory efforts in attendance management will affect a relatively small
percentage of employees but will generate substantial savings, increased productivity
and morale.
PURPOSE OF ATTENDANCE MANAGEMENT
The purpose of attendance management is to develop a willingness on the part of all
our employees to attend work regularly and to assist them in motivating their
coworkers to attend work regularly. This can be done through;
1. addressing the physical and emotional needs of our employees
2. communicating the attendance goals of the organization so employees can
understand and identify with them
3. dealing with cases of excessive absenteeism effectively and fairly so deterrence
can occur
Presented By: LEGENDS
Employee’s Absenteeism
Successful administration of an attendance management program requires managers
and supervisors to be aware of, and create work environments in which the following
can be actualized.
1. The greater the extent to which individuals identify their goals with the goals of
the organization and care what happens to it, the greater their motivation to be
regular in attendance.
2. The more people find their jobs meaningful to them, the greater their motivation
to be regular in attendance.
3. As employees workload increases due to the absence of a co-worker, peer
pressure is exerted on the absent co-worker to attend work on a regular basis.
4. The more people like working for the organization the higher their motivation to
attend regularly. Recognition of good employee attendance helps improve
attendance.
5. Employees will have a lower absence ratio if they feel free to discuss their on-
the-job problems with their immediate supervisor.
6. Employees with a low absence ratio have attitudes of confidence and "team"
spirit.
7. Low absence ratio employees are found to be more satisfied with their
opportunity for promotion and upgrading.
ATTENDANCE MANAGEMENT PROGRAM
An attendance management program can be split into three basic parts:
1. Development of information/communication systems
2. Information Testing
3. Taking appropriate group action
1. Information Communication Systems
The first step of an effective attendance management program is to identify specific
areas which are affecting attendance.. The best way to find which specific areas are
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Employee’s Absenteeism
affecting absenteeism in a specific work environment is to develop open
communication between managers, supervisors and employees. The reason for this is
that it is not really the physical realities of the work place that influence employees’
willingness to work but rather their perceptions of these realities. For example,
workload is only a problem if it is thought to be one. It is important that employees are
encouraged to voice their concerns so their perceptions of the work place are clear and
can be dealt with. This type of communication is especially important in unionized
environments as employees often tend to communicate only with their union
representatives. The result is that vital feed back necessary for effective management is
lost. Cooperation with union representatives can be very helpful in attendance
management and should be encouraged if possible.
Formal communications networks such as regularly scheduled department meetings are
an excellent way not only to hear employee perceptions and concerns but also to
communicate organizational goals. When employees are encouraged to make a
difference they are less likely to withdraw their participation through absenteeism.
Employees must not only be heard, they must be answered in such ways as to assure
them their input is worthwhile. Staff development meetings are important in molding
company ideals with employee needs. They are also important in developing a sense of
team spirit among coworkers. Full participation in such meetings is to be encouraged if
they are to be effective.
Informal communications are also very effective in identifying and dealing with
employee needs and perceptions. Informal communication involves all levels of
managers and supervisors. Supervisors are especially important because of their hands-
on approach and contact with employees. An employee's relationship with their
supervisor can greatly influence their feelings about their work, their coworkers and
thus their attendance at work.
Insight, intuition, creative thinking and listening are all powerful ways of finding areas
which affect attendance. Ideas and information should be encouraged from all sources.
The establishment of varied communication channels is useful in gathering information
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Employee’s Absenteeism
and to an extent, in confirming it. Effective communication in itself can effectively
reduce absenteeism.
2. Information Testing
Once communication networks are established, information on perceived problems
from employees will be bountiful. Before taking action on any issue, no matter what the
source of information, it should be confirmed.
A simple and effective way to check whether a specific issue truly affects absenteeism
is by finding correlations through using attendance records. If it is suggested, for
instance, that absenteeism is increasing due to employee dissatisfaction with their
workload, all one need do is match the attendance records during a period of "high"
workload to a period of "normal" workload. If absenteeism is found to be significantly
higher during increased workload periods, then it has been confirmed that actual
workload "is related to" absenteeism levels. If no correlation exists it may be that
employee perception of workload affects absenteeism. In this case the importance of
the employee perception could be confirmed through staff development meetings. In
any case two different problems have been distinguished which require different types
of attention.
Attendance records also should be used to monitor attendance trends. Are long term or
short term absences more common? What percentage of employees have excessive
absences?
Attendance record forms are designed to facilitate the determination of whether or not
absenteeism patterns exist.
3. Taking Appropriate Group Action
The best way to handle any given situation is to handle it on its own merits and within
the guidelines of the goals one is trying to achieve. This paper does not attempt to give
Presented By: LEGENDS
Employee’s Absenteeism
all the answers to every possible situation but rather, offers suggestions and guidelines
on which answers can be built.
In summary, to run an effective attendance management program it is important to:
1. develop ways for each and every employee to feel free to contribute ideas and
suggestions even though these may be outside the scope of their job
responsibilities
2. make each employee aware that they are a valued member of the "team", that
they play an important role in your organization and that their attendance is
critical
3. hold regular meetings, keep your staff informed and involved
4. know your employees; without prying show an interest in their personal lives
5. be aware of problems that may effect employee attendance or performance
6. familiarize yourself with community programs which you can recommend to an
employee if he/she has a need for assistance (i.e. marital or financial
counselling)
7. awareness, commitment and involvement by all levels of staff
Positive motivation should be the main body of any attendance management program
because it produces the best results. If an employee's experiences in the work place are
pleasant, if he/she feels valued and appreciated, if supervision is fair but firm, that
employee will be more motivated to attend work regularly.
Presented By: LEGENDS
Employee’s Absenteeism
GUIDELINES FOR ABSENTEEISM CONTROL
COUNSELING INNOCENT ABSENTEEISM
Innocent absenteeism is not blameworthy and therefore disciplinary action is not
justified. It is obviously unfair to punish someone for conduct which is beyond his/her
control. Absenteeism, no matter what the cause, imposes losses on the employer who is
also not at fault. The damage suffered by the employer must be weighed against the
employee's right to be sick. There is a point at which the employer's right to expect the
employee to attend regularly and fulfill the employment contract will outweigh the
employee's right to be sick. At such a point the termination of the employee may be
justified, as will be discussed.
The procedure an employer may take for innocent absenteeism is as follows:
1. Initial counseling(s)
2. Written counseling(s)
3. Reduction(s) of hours and/or job reclassification
4. Discharge
Initial Counseling
Presuming you have communicated attendance expectations generally and have already
identified an employee as a problem, you will have met with him or her as part of your
attendance program and you should now continue to monitor the effect of these efforts
on his or her attendance.
If the absences are intermittent, meet with the employee each time he/she returns to
work. If absence is prolonged, keep in touch with the employee regularly and stay
updated on the status of his/her condition. (Indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments. This
will enable you to judge whether or not there is any likelihood of the employee
Presented By: LEGENDS
Employee’s Absenteeism
providing regular attendance in future. Regular medical assessments will also give you
an idea of what steps the employee is taking to seek medical or other assistance. Formal
meetings in which verbal warnings are given should be given as appropriate and
documented. If no improvement occurs written warning may be necessary.
Written Counseling
If the absences persist, you should meet with the employee formally and provide
him/her with a letter of concern. If the absenteeism still continues to persist then the
employee should be given a second letter of concern during another formal meeting.
This letter would be stronger worded in that it would warn the employee that unless
attendance improves, termination may be necessary.
Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to reduce
his/her hours to better fit his/her personal circumstances. This option must be
voluntarily accepted by the employee and can not be offered as an ultimatum, as a
reduction in hours is a reduction in pay and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employee is unable to fulfill the
requirements of his/her job, but could for example benefit from modified work, counsel
the employee to bid on jobs of such type if they become available.
Discharge
Only when all the previously noted needs and conditions have been met and everything
has been done to accommodate the employee can termination be considered. An
Arbitrator would consider the following in ruling on an innocent absenteeism dismissal
case.
1. Has the employee done everything possible to regain their health and return to
work?
Presented By: LEGENDS
Employee’s Absenteeism
2. Has the employer provided every assistance possible? (i.e. counseling, support,
time off.)
3. Has the employer informed the employee of the unworkable situation resulting
from their sickness?
4. Has the employer attempted to accommodate the employee by offering a more
suitable position (if available) or a reduction of hours?
5. Has enough time elapsed to allow for every possible chance of recovery?
6. Has the employer treated the employee prejudicially in any way?
As is evident, a great deal of time and effort must elapse before dismissal can take
place.
These points would be used to substantiate or disprove the following two fold test.
1. The absences must be shown to be clearly excessive.
It must be proven that the employee will be unable to attend work on a regular basis in
the future.
CORRECTIVE ACTION FOR CULPABLE ABSENTEEISM
As already indicated, culpable absenteeism consists of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her
attendance.
Presuming you have communicated attendance expectations generally, have identified
the employee as a problem, have met with him/her as part of your attendance program,
made your concerns on his specific absenteeism known and have offered counseling as
appropriate, with no improvement despite your positive efforts, disciplinary procedures
may be appropriate.
The procedures for corrective/progressive discipline for culpable absenteeism are
generally the same as for other progressive discipline problems. The discipline should
not be prejudicial in any way. The general procedure is as follows:
Presented By: LEGENDS
Employee’s Absenteeism
1. Initial Warning(s)
2. Written Warning(s)
3. Suspension(s)
4. Discharge
Verbal Warning
Formally meet with the employee and explain that income protection is to be used only
when an employee is legitimately ill. Advise the employees that his/her attendance
record must improve and be maintained at an improved level or further disciplinary
action will result. Offer any counseling or guidance as is appropriate. Give further
verbal warnings as required. Review the employee's income protection records at
regular intervals. Where a marked improvement has been shown, commend the
employee. Where there is no improvement a written warning should be issued.
Written Warning
Interview the employee again. Show him/her the statistics and point out that there has
been no noticeable (or sufficient) improvement. Listen to the employee to see if there is
a valid reason and offer any assistance you can. If no satisfactory explanation is given,
advise the employee that he/she will be given a written warning. Be specific in your
discussion with him/her and in the counseling memorandum as to the type of action to
be taken and when it will be taken if the record does not improve. As soon as possible
after this meeting provide the employee personally with the written warning and place a
copy of his/her file. The written warning should identify any noticeable pattern
If the amount and/or pattern continue, the next step in progressive discipline may be a
second, stronger written warning. Your decision to provide a second written warning as
an alternative to proceeding to a higher level of discipline (i.e. suspension) will depend
on a number of factors. Such factors are the severity of the problem, the credibility of
the employee's explanations, the employee's general work performance and length of
service.
Presented By: LEGENDS
Employee’s Absenteeism
Suspension (only after consultation with the appropriate superiors)
If the problem of culpable absenteeism persists, following the next interview period and
immediately following an absence, the employee should be interviewed and advised
that he/she is to be suspended. The length of the suspension will depend again on the
severity of the problem, the credibility of the employee's explanation, the employee's
general work performance and length of service. Subsequent suspensions are optional
depending on the above condition.
Dismissal (only after consultation with the appropriate superiors)
Dismissals should only be considered when all of the above conditions and procedures
have been met. The employee, upon displaying no satisfactory improvement, would be
dismissed on the grounds of his/her unwillingness to correct his/her absence record.
Presented By: LEGENDS
Employee’s Absenteeism
DATA ANALYSIS
What is your gender?
What is your gender?
Frequency Percent Valid PercentCumulative
PercentValid Male 80 80.0 80.0 80.0
Female 20 20.0 20.0 100.0
Total 100 100.0 100.0
Male80.0%
Female20.0%
Male
Female
What is your gender?
Presented By: LEGENDS
Employee’s Absenteeism
What is your age?
What is your age?
Frequency Percent Valid PercentCumulative
PercentValid 20-25 31 31.0 31.0 31.0
25-30 21 21.0 21.0 52.0
30-35 15 15.0 15.0 67.0
35-40 26 26.0 26.0 93.0
40 or Above
7 7.0 7.0 100.0
Total 100 100.0 100.0
20-2531.0%
25-3021.0%
30-3515.0%
35-4026.0%
40 or Above7.0%
20-25
25-30
30-35
35-40
40 or Above
What is your age?
Presented By: LEGENDS
Employee’s Absenteeism
What is your marital status?
What is your marital status?
Frequency Percent Valid PercentCumulative
PercentValid Married 56 56.0 56.0 56.0
Un-Married
33 33.0 33.0 89.0
Divorced 4 4.0 4.0 93.0
Separated
2 2.0 2.0 95.0
Widow 5 5.0 5.0 100.0
Total 100 100.0 100.0
Married56.0%
Un-Married33.0%
Divorced4.0%
Separated2.0%
Widow5.0%
Married
Un-Married
Divorced
Separated
Widow
What is your marital status?
Presented By: LEGENDS
Employee’s Absenteeism
What is your monthly income?
What is your monthly income?
Frequency Percent Valid PercentCumulative
PercentValid 5000-10000 24 24.0 24.0 24.0
10000-20000
21 21.0 21.0 45.0
20000-30000
33 33.0 33.0 78.0
30000-40000
16 16.0 16.0 94.0
50000 or Above
6 6.0 6.0 100.0
Total 100 100.0 100.0
5000-1000024.0%
10000-2000021.0%20000-30000
33.0%
30000-4000016.0%
50000 or Above6.0%
5000-10000
10000-20000
20000-30000
30000-40000
50000 or Above
What is your monthly income?
Presented By: LEGENDS
Employee’s Absenteeism
What is your job level?
What is your job level?
Frequency Percent Valid PercentCumulative
PercentValid Labor 25 25.0 25.0 25.0
Staff 33 33.0 33.0 58.0
Management
24 24.0 24.0 82.0
Other 18 18.0 18.0 100.0
Total 100 100.0 100.0
Labor25.0%
Staff33.0%
Management24.0%
Other18.0%
Labor
Staff
Management
Other
What is your job level?
Presented By: LEGENDS
Employee’s Absenteeism
To which industry do you belong?
To which industry do you belong?
Frequency Percent Valid PercentCumulative
PercentValid Manufactur
ing68 68.0 68.0 68.0
Services 32 32.0 32.0 100.0
Total 100 100.0 100.0
Manufacturing68.0%
Services32.0%
Manufacturing
Services
To which industry do you belong?
Presented By: LEGENDS
Employee’s Absenteeism
Which sector best describe your organization?
Which sector best describe your organization?
Frequency Percent Valid PercentCumulative
PercentValid Government
Sector42 42.0 42.0 42.0
Private Sector
58 58.0 58.0 100.0
Total 100 100.0 100.0
Government Sector42.0%
Private Sector58.0%
Government Sector
Private Sector
Which sector best describe your organization?
Presented By: LEGENDS
Employee’s Absenteeism
How long have you working in this organization?
How long have you working in this organization?
Frequency Percent Valid PercentCumulative
PercentValid Less than 1
Year15 15.0 15.0 15.0
1-3 Years 27 27.0 27.0 42.0
3-5 Years 24 24.0 24.0 66.0
10-15 Years 34 34.0 34.0 100.0
Total 100 100.0 100.0
Less than 1 Year15.0%
1-3 Years27.0%
3-5 Years24.0%
10-15 Years34.0%
Less than 1 Year
1-3 Years
3-5 Years
10-15 Years
How long have you working in this organization?
Presented By: LEGENDS
Employee’s Absenteeism
Does your company offer flexible working arrangement?
Does your company offer flexible working arrangement?
Frequency Percent Valid PercentCumulative
PercentValid Yes 37 37.0 37.0 37.0
No 63 63.0 63.0 100.0
Total 100 100.0 100.0
Yes37.0%
No63.0%
Yes
No
Does your company offer flexible working arrangement?
Presented By: LEGENDS
Employee’s Absenteeism
How do you feel about your working conditions?
How do you feel about your working conditions?
Frequency Percent Valid PercentCumulative
PercentValid Highly Flexible 10 10.0 10.0 10.0
Flexible 18 18.0 18.0 28.0
To some Extent Flexible
5 5.0 5.0 33.0
Normal 5 5.0 5.0 38.0
To Some Extent Strict
42 42.0 42.0 80.0
Strict 18 18.0 18.0 98.0
Highly Strict 2 2.0 2.0 100.0
Total 100 100.0 100.0
Highly Flexible10.0%
Flexible18.0%
To some Extent Flexible5.0%
Normal5.0%
To Some Extent Strict42.0%
Strict18.0%
Highly Strict2.0%
Highly Flexible
Flexible
To some Extent Flexible
Normal
To Some Extent Strict
Strict
Highly Strict
How do you feel about your working conditions?
Presented By: LEGENDS
Employee’s Absenteeism
Your pay schedule is consistent with industry standards?
Your pay schedule is consistent with industry standards?
Frequency Percent Valid PercentCumulative
PercentValid Strongly
Agree31 31.0 31.0 31.0
Agree 18 18.0 18.0 49.0
Neither Agree Nor Disagree
10 10.0 10.0 59.0
Disagree 34 34.0 34.0 93.0
Strongly Disagree
7 7.0 7.0 100.0
Total 100 100.0 100.0
Strongly Agree31.0%
Agree18.0%
Neither Agree Nor Disagree10.0%
Disagree34.0%
Strongly Disagree7.0%
Strongly Agree
Agree
Neither Agree Nor Disagree
Disagree
Strongly Disagree
Your pay schedule is consistent with industry standards?
Presented By: LEGENDS
Employee’s Absenteeism
How many leaves are allowed to you in a year?
How many leaves are allowed to you in a year?
Frequency Percent Valid PercentCumulative
PercentValid 5-10 10 10.0 10.0 10.0
10-15 12 12.0 12.0 22.0
15-20 22 22.0 22.0 44.0
20-30 30 30.0 30.0 74.0
0 26 26.0 26.0 100.0
Total 100 100.0 100.0
5-1010.0%
10-1512.0%
15-2022.0%
20-3030.0%
026.0%
5-10
10-15
15-20
20-30
0
How many leaves are allowed to you in a year?
Presented By: LEGENDS
Employee’s Absenteeism
Is there any deduction made in your salary due to excess leaves?
Is there any deduction made in your salary due to excess leaves?
Frequency Percent Valid PercentCumulative
PercentValid Yes 57 57.0 57.0 57.0
No 43 43.0 43.0 100.0
Total 100 100.0 100.0
Yes57.0%
No43.0%
Yes
No
Is there any deduction made in your salary due to excess leaves?
Presented By: LEGENDS
Employee’s Absenteeism
Is there any bonus given to you in case of 100% attendance?
Is there any bonus given to you in case of 100% attendance?
Frequency Percent Valid PercentCumulative
PercentValid Yes 25 25.0 25.0 25.0
No 75 75.0 75.0 100.0
Total 100 100.0 100.0
Yes25.0%
No75.0%
Yes
No
Is therer any bonus given to you in case of 100% attendence?
Presented By: LEGENDS
Employee’s Absenteeism
In which direction these management strategies affect the employee's attitude towards absenteeism?
In which direction these management strategies affect the employee's attitude towards absenteeism?
Frequency Percent Valid PercentCumulative
PercentValid Positive 68 68.0 71.6 71.6
Negative 27 27.0 28.4 100.0
Total 95 95.0 100.0Missing No Answer 5 5.0Total 100 100.0
Positive68.0%
Negative27.0%
Missing5.0%
Positive
Negative
Missing
In which direction these management strategies affect the employee's attitutde towards absenteeism?
Presented By: LEGENDS
Employee’s Absenteeism
How many days were you absent last year?
How many days were you absent last year?
Frequency Percent Valid PercentCumulative
PercentValid Less than
1023 23.0 23.0 23.0
10-15 16 16.0 16.0 39.0
15-20 17 17.0 17.0 56.0
20-25 14 14.0 14.0 70.0
25-30 23 23.0 23.0 93.0
30 or Above
7 7.0 7.0 100.0
Total 100 100.0 100.0
Less than 1023.0%
10-1516.0%
15-2017.0%
20-2514.0%
25-3023.0%
30 or Above7.0%
Less than 10
10-15
15-20
20-25
25-30
30 or Above
How many days were you absent last year?
Presented By: LEGENDS
Employee’s Absenteeism
To what extent do you engange in your hobbies?
To what extent do you engange in your hobbies?
Frequency Percent Valid PercentCumulative
PercentValid Frequentl
y40 40.0 40.0 40.0
Occaionaly
60 60.0 60.0 100.0
Total 100 100.0 100.0
Frequently40.0%
Occaionaly60.0%
Frequently
Occaionaly
To what extent do you engange in your hobbies?
Presented By: LEGENDS
Employee’s Absenteeism
How far you live from your job location?
How far you live from your job location?
Frequency Percent Valid PercentCumulative
PercentValid Within the
City66 66.0 66.0 66.0
Outside the City
34 34.0 34.0 100.0
Total 100 100.0 100.0
Within the City66.0%
Outside the City34.0%
Within the City
Outside the City
How far you live from your job location?
Presented By: LEGENDS
Employee’s Absenteeism
Did your personal & social problems affect your attendance?
Did your personal & social problems affect your attendance?
Frequency Percent Valid PercentCumulative
PercentValid Yes 31 31.0 31.0 31.0
No 69 69.0 69.0 100.0
Total 100 100.0 100.0
Yes31.0%
No69.0%
Yes
No
Did your personal & social problems affect your attendance?
Presented By: LEGENDS
Employee’s Absenteeism
How do you rate the following reasons which can cause of your absents?
How do you rate the following reasons which can cause of your absents?
Frequency Percent Valid PercentCumulative
PercentValid Conveyance
Problem31 31.0 31.0 31.0
Health Problem
49 49.0 49.0 80.0
Personal & Social Problems
20 20.0 20.0 100.0
Total 100 100.0 100.0
Conveyance Problem31.0%
Health Problem49.0%
Personal & Social Problems20.0%
Conveyance Problem
Health Problem
Personal & Social Problems
How do you rate the following reasons which can cause of your absents?
Write your comments & suggestions about effective
Presented By: LEGENDS
Employee’s Absenteeism
attendence management systems?
Write your comments & suggestions about effective attendence management systems?
Frequency Percent Valid PercentCumulative
PercentValid Benefit 7 7.0 21.9 21.9
Benefits 2 2.0 6.3 28.1
Bonus 7 7.0 21.9 50.0
Companse 1 1.0 3.1 53.1
Compensa 1 1.0 3.1 56.3
Ex benef 1 1.0 3.1 59.4
Ex.leave 1 1.0 3.1 62.5
Incentiv 1 1.0 3.1 65.6
Managmen 1 1.0 3.1 68.8
Motivati 1 1.0 3.1 71.9
Producti 1 1.0 3.1 75.0
Salary 1 1.0 3.1 78.1
Workload 7 7.0 21.9 100.0
Total 32 32.0 100.0Missing No
Response68 68.0
Total 100 100.0
Presented By: LEGENDS
Employee’s Absenteeism
Benefit
Benefits
Bonus
Companse
Compensa
Ex benef
Ex.leave
Incentiv
Managmen
Motivati
Producti
Salary
Workload
Missing
Write your comments & suggestions about effective attendence management systems?
Presented By: LEGENDS
Employee’s Absenteeism
CROSS TABS ANALYSIS
Married Un-Married Divorced Separated Widow
What is your marital status?
0
5
10
15
20
Co
un
t
How many days
were you absent
last year?
Less than 10
10-15
15-20
20-25
25-30
30 or Above
Bar Chart
Presented By: LEGENDS
Employee’s Absenteeism
CROSS TABS ANALYSIS
Less than 1 Year
1-3 Years 3-5 Years 10-15 Years
How long have you working in this organization?
0
2
4
6
8
10
12
Co
un
t
How many days
were you absent
last year?
Less than 10
10-15
15-20
20-25
25-30
30 or Above
Bar Chart
Presented By: LEGENDS
Employee’s Absenteeism
Less than 1 Year
1-3 Years 3-5 Years 10-15 Years
How long have you working in this organization?
0
5
10
15
20
25
Co
un
t
How do you rate the
following reasons
which can cause of
your absents?
Conveyance Problem
Health Problem
Personal & Social Problems
Bar Chart
Presented By: LEGENDS
Employee’s Absenteeism
CONCLUSION
Attendance improvement programs can work! What the employees require is
commitment and support from all levels of management, an effective attendance
record-keeping system, consultation and open communication on the reasons for the
attendance program.
Implementing and maintaining a work environment where open communication and
team spirit can thrive will at first sometimes seem a mammoth and somewhat
unrealistic task. If you need encouragement just consider some of the benefits; reduced
absenteeism, open communication, team spirit, reduced grievances and greater
employee satisfaction.
Only when the positive approach is unsuccessful does the employer need to use the
remedial approach to deal with habitual abusers or with excessive absentee cases. In all
cases the employer's actions must be fair and reasonable and consistently applied.
With a well communicated, implemented, and administered program, the majority of
the employees should agree with the attendance management program and cooperation
should follow.
Presented By: LEGENDS
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