Managing Absenteeism - Essay Example

Managing Absenteeism Student’s Name: Instructor’s Name: Course Code: Date of Submission: Introduction In any working environment, it’s very inevitable that an organization can run at all times without experiencing some degree of absenteeism by its employees. However, absenteeism varies from one organization to another and is affected by a number of factors such as job environment factors and personal factors as well as attendance factors. The work situation factors include stress, working conditions, job repetitiveness and frequent work transfers. On the other hand, personal factors may include such factors as age and gender as well as personality. Finally, attendance factors include sick pay schemes and set work groups. According to Taylor et al (2010), the acceptable average absence is 4.6 days per month and the worst absenteeism 10 days. Employee absence is a major issue for concern in any organization. This is because the practice has direct consequences on the daily operations. Whether absenteeism is planned or incidental, it carries some costs, and risks as well as productivity problems. It is with this regard that managing of employee absence becomes one of the issues that management must look at and design various ways in order to manage the situation and have productivity enhanced while minimizing operational costs (Plimmer 2003). The purpose of this essay is therefore to present the different ways that an orgsanisation that is faced with the problem can apply in mitigating the practice and thereby help it do away with related risks and costs. Ways of managing employees’ absenteeism Given the various factors that lead to high levels of absenteeism that can be recorded in any organization, defining specific measures that will go a long way to help manage the problem is very critical. This is because an organization with high employee turnover stands a better chance of increasing productivity and reducing various risks as well as maintaining operational costs at minimum. However, important to note is that, each and every strategy has got its own positives and its application will be based on the organizational context. Creating and maintaining a very positive working environment: It is very important to note that each and every employee would like to work in an environment that he/she is comfortable with and feels motivated. When coming up with an employee absence management strategy, there is need to take a thought and consider the workplace conditions and more particularly on issues related to safety and other aesthetics that may be deemed good by the employees, the adequacy of facilities, the existing social contacts, duration of work in terms of hours and breaks as well as the job design itself (Armstrong 2011). This approach can be closely linked to the theory of Abraham Maslow on the hierarch of needs. In this theory, Maslow had devised a method on how employees can be motivated by satisfying their instinctual needs in a hierarchical manner starting with physiological, safety and security through to self-actualization. It is to Maslow’s believe that once all the employees needs are met, no more motivation of individuals can be realized. This is theory is important in this case and can be applied developing any strategy to dealing with employee absence. This is because it can be used to determine if the employee’s needs are met or not (Judge & Bono 2001). What Maslow’s theory of motivation does is to show in greater perspective some of the expectations employees may be having and whose satisfaction may lead to high level of motivation and commitment (Taylor et al 2010). This is because the theory provides for the need to provide both for physical and psychological needs of the employees. This creates the need of ensuring job security of employees and safety at workplace alongside having good reward systems. This is because it is not easy to experience high level of absenteeism with those employees that are satisfied and motivated. However, it is important to note that are some aspects that are important to an organization about ensuring that a positive working environment is created in reference to Maslow’s theory. The first aspect is about cost. Cost is a very important element in ensuring that all the employees’ needs have been taken care of. Second, there is an aspect of organizational context which relates from the organizational structure and how employees’ needs should be handled. In general, creating a positive working environment is the solely responsibility of the management and should be done in relation to specific work environments so as to be to realize the intended objectives of taking care of employees’ needs (Bratton and Gold 2012). Redefining line managers’ roles: One sure thing about management, every organization has got its own organizational structure that defines various duties and responsibilities. Very important to note is that within a given structure, various positions are established and which the holders have specific roles to play. While there are those individuals that are expected to perform senior managerial tasks like planning and strategizing on business activities there are other individuals at different levels who include line managers and the supervisors who play a very important role in implementing various policies. In a situation where absenteeism is on the increase and becoming a source of worry for an organization, the role of the line manager could not be underlet. This is because the line managers have specific responsibilities to perform in respective areas including ensuring that employees are aware of the various policies and procedures that apply in the organization and more especially on absenteeism (Inverson & Deery 2001). In many occasions, the responsibilities in an organization are devolved to the line managers. One of the many responsibilities that the line managers are expected to perform is to oversee, report and provide an approval for any absenteeism. In a situation where this responsibility is not taken more serious, the employees are likely misuse it and consequently increase in the level of absenteeism as no one to take action against them. It is with revelation therefore, it’s becoming very important to recognize the role of the line managers as one way of ensuring that the privilege is not abused and that the organizational policies and policies on the same are followed. For an organization to apply this method to managing employee absenteeism, it will always be to its advantage (Armstrong 2011). This is because accurate records on absenteeism can be kept and that for each absent a concrete reason will always be given. This will go along in eliminating those absentees that can be avoided and that are not necessary to the organization. Further, this approach is important in helping the Human Resource Manager to oversee and determine if for sure policies and procedures are followed or not. However, on the negative site of applying this methodology to managing absenteeism, is the commitment level demonstrated by the line manager. This is because the situation is likely to be even in a total mess if the line manager is also among the employees who like making unwarranted absentees. What this implies therefore, is that the HR must ensure that its line managers are a good example to their respective team members in showing how absenteeism is a vice and practice that is against an organization policy and procedure (Torrington et al 2011). Causative factors and absence management framework: While absenteeism is something that cannot be avoided completely, it is important to note that with a proper framework of management this problem can be minimized. For instance, it is the responsibility of the HR manager to make a follow-up and establish those factors that lead to high level of absenteeism. This can be done with the aid of interview questions as provided for in the Bradford factor in order to determine if the trigger points for absenteeism are real necessary. Further, while using this approach, while back to work the employee can be interviewed as one of emphasizing the need for having good attendance to work and welfare for the employees (Inverson & Deery 2001). In this regard, the line managers’ role is highly valued and that they should be trained to administer some of the interviews. This is because they close partners and can always get in touch with the rest of the employees. This approach is actually very important in promoting good working relations and concern for each other apart from helping the employees learn of what they might have been missed while absent and this can go along way in encouraging them to work hard in order to catch-up with the rest and compensate for the time lost (Bratton and Gold 2012). Addressing flexibility: It is to every employee’s comfort to work in an environment that is flexible enough and that observe their dignity. While in the world of business there are different companies that have chose to employ this strategy, one good example is Vaillant Group. Vaillant Group is a company that is specialized in the manufacturing industry and that has 16 sites situated in eight different global countries and does sell them to over 80 countries. In the company Kronos has been used over years as a specialist for time management and attendance by employees. While the company has been taking attendance very seriously, more emphasis has been placed on providing good and flexible working environment (Inverson & Deery 2001). In other words, the company has been using encouragement approach to solving the problem of attendance rather than punishment by providing very flexible working options where the company is willing at all times to listen and discuss about the employee needs. This strategy is very important in any working environment since it allows for a situation where employees and their employers can engage freely to address the problems facing and above all design ways to create very flexible working conditions where employees could wish to work in. While this approach is important in encouraging employees to be self disciplined and to take responsibility of their actions, it is important to note here that mutual trust between the employer and the employee must be observed (Armstrong 2011). Conclusion This essay was purposed at discussing the concept absenteeism at workplace and the ways in which absenteeism can be managed. Absenteeism in any organization is a reality and cannot be avoided. However, the problem of absenteeism is the extent to which it is likely to be experienced and its effect to an organization. With high levels of absenteeism is likely to cause some serious risks, costs to the business and decline in the levels of production. It is with this view that its management is considered very critical. In the discussion, the ways of managing absenteeism that have been identified include creating and maintaining a very positive working environment, redefining line managers’ roles, causative factors and absence management framework and addressing flexibility. The different strategies can be applied in different contexts, however most important in their application, is the associated importance in managing absenteeism. References Armstrong, M 2011, Armstrong’s Handbook of Human Resource Practice, (11thed.), Kogan, London. Bratton, J and Gold, J 2012, Human Resource Management: Theory and Practice, (5thedition), Basingstoke, Palgrave Macmillan. Inverson, RD & Deery, SJ 2001, Understanding the personological basis of employee withdrawal. The influence of affective disposition on employee tiredness, early departure and absenteeism, Journal of Applied Psychology, 86, p. 859-866. Judge, TA & Bono, JE 2001, Relationship of core self-evaluating traits, self- esteem, generalized self efficiency, locus control, and emotional stability with Job satisfaction and Job performance: A met of analysis Journal of Applied Psychology, 86, p. 80-92. Plimmer, J 2003, Absenteeism points to poor leadership, Kiplinger’s personal Finance, Vol 59, Issue 1, p. 2-22. Taylor, P., Cunningham, I., Newsome, K and Schlolarios, D 2010, ‘‘Too sick to go to work’ – reformulating the agenda on sickness absence’ in Industrial Relations Journal, 41:4, pp.270-280. Torrington, D., Taylor, S., Hall L and Atkinson, C 2011, Human Resource Management, (8thed.), Harlow, FT Prentice Hall. Read More