Employment and Absenteeism Problem Essay

Absenteeism refers to unauthorised absence of the operationer from his job. According to Benefits Interface (Edited 2010 1 of 4) absenteeism apprize be defined as failure of employees to report for work when they are scheduled to work. Employees who are away from work on recognize holidays, vacations, approved leaves of absence allowed for under the collective agreement provisions are not included. In South Africa, managers consider absenteeism their most serious discipline line (Nadlangisa, 2003).Absenteeism is not unique to any particular geographical area or industry. It is a major problem for every organisation, particularly since downsizing and other proclivity changes have left employers with a smaller workforce (Grobler, Warnich, et al, 2006 123) According to a recent study conducted by AIC Insurance, companies and the countrys economy are losing to a greater extent than than R12 billion annually due to absenteeism in South Africa. In 2000, 0. 7 million workers were abse nt from work, which is a fraction compared to the 397% leap it took up until 2012 (Goldberg, 2012).Employees are a good deal considered to be a companys most valucapable asset and according to Hamilton-Atwell (2003 56-61) one of the best ways to increase profitably is by increase the returns on this asset. Reducing absenteeism is one of the most overlooked methods of reducing costs According to Goldberg (2012) managing absence is critical for all organisations, as the negative impact that they smelling with regards to efficiency, operations and cost- effectiveness is enormous. Whatever the causes, absenteeism is costing the country and its businesses heavily and therefore needs to be addressed.Many employers, however, choose to disregard the possibility that there may be issues in the workplace causing poor performance and absenteeism. It makes sound economic sense to address any such issues and pro-actively encourage improved employee performance. This query framework focuses o n a medium-sized local organisation, which has asked to not be mentioned. Therefore it shall be referred to as Organisation X. 3 2. Problem identification The failure to direct up for work creates problems of varying degrees for managers and administrators.Excessive employee absenteeism can decrease productivity and profits significantly, creating numerous problems for supervisors and the employees who work regularly (Carrell & Kuzmits, 1992 735). 2. 1. Problem Statement The motivation for this query will be discussed by highlighting problems related to employee absenteeism as experienced within Organisation X Main Problem Unauthorized employee absenteeism from Organisation X and the actions that might be implemented to reduce this due to the fact that absenteeism causes a liability to the company. Sub-ProblemsThe unauthorised employee absenteeism is jumper cableing to an overall decrease in i. Cost- effectiveness positiveness ii. Operations Production iii. Efficiency Competi tiveness 2. 2. Explanation of problems Financial Costs Overtime and agency costs for replacing workers are incurred. Administrative Costs ply time required to secure replacement employees and to re-assign the remaining employees. Staff time is required to maintain and control absenteeism. 4 Decrease in Productivity The employees that make love to work daily carry an extra workload and support new(a) or replacement staff.Also they are required to train and orient new or replacement workers, which cause them to neglect and disregard their own work. The work convention itself has a considerable stake in absenteeism, particularly with respect to morale. good deal in work groups are very sensitive to equity. If one member takes excessive and comprehend inappropriate absences without some equitable cost to that individual, other group members are often affected. They take revenge by going absent themselves, o lowering the productivity of the group as a whole (Furham, 2000 377). like ly reasons for the absenteeism rate in Organisation X Lack of commitment Employees are simply not interested in their work or concerned intimately the success of the organization. This can stem from low wages or low employee morale, which might be caused by poor treatment by management or an unpleasant working environment. Also the length of service within the company will determine the commitment to the work and the workplace. Lack of consequence The lack of consequences, e. g. no incentives for strong attendance or no punishment for poor attendance leads to increased absenteeism of the employees.Also employee packages that allow for a lot of absence can lead to workers abusing this. Poor working conditions Employees might feel that they receive poor treatment from managers, work in an unpleasant or stressful working environment, have desire working hours a lack of breaks, are given an excessive workload or there is too much strict supervision. Personal factors Although there is a fair bit of absenteeism that could have been neutralizeed, employees are often away from work for valid reasons. Examples may include domestic 5problems (bad housing conditions, family issues) and consequent worries, affable and religious causes, problems with transport facilities or accidents/ illnesses (Hamilton-Atwell, 2003 82-95) 2. 3. Research questions I. What are the main factors causing employees to be absent from work? II. Is one specific group of people more absent than another (e. g. male/female, old/young)? III. What are the current disciplinary actions within Organisation Xs Human Resource Department? IV. What is the behavior of the employees towards these disciplinary actions? V.What are the possible and most suitable solutions for Organisation X? 2. 4. Possible solutions for the absenteeism problem include, but are not limited to the following Consequences To avoid absenteeism as much as possible the company should implement positive/ negative consequences for st rong/ weak attendance. Examples may include offering rewards and incentives, e. g. monetary bonuses, plain raise or recognition (Employee of the month) for strong attendance and punish employees with poor records and unexcused absence (Gitman & McDaniel, 2008 248).Work-Life Balance According to Chick (2004 67) managers should allow employees to be able to have or create a work-life balance, as this can reduce the stress levels they are exposed to. Dual income households have increased over the lead decades and longer working hours are expected. Managers need to help their employees to manage the numerous and sometimes competing demands in their lives. Employees need to achieve a balance between their work responsibilities and their personal life (Gitman & McDaniel, 2008 251).Follow-ups The Supervisors need to sit down with the employees when they return from an absence to discuss the reason for absence, if the absence could have been 6 prevented and the implications of absenteeism on the company (if it is a common occurrence for this employee). 3. Hypotheses I. Females are more absent from work then men II. Individuals in any relationship are more absent than single III. Employees with children are more absent than those without children IV. Employees below 40 are absent from work more frequently V. Current disciplinary actions are not perceived as a reason for employees to reduce the absenteeism VI.Implementing other stricter disciplinary actions will reduce the rate of employee absenteeism 4. Objectives The Objectives of the project are To understand and analyze I. The main causes of absenteeism in Organisation X. II. The current disciplinary actions taken by the HR department for reducing absenteeism. III. The attitude of employees towards these disciplinary actions. IV. The factors to be considered in order to reduce absenteeism. V. Suggestions that can be given to the management to improve the regular attendance of the employees in the company.