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Absenteeism is the term generally used to pass on to rash employee absences from
the workplace. Many causes of absenteeism are legal personal illness or family issues
for example but absenteeism also can often be traced to other factors such as a
reduced work environment or workers who are not devoted to their jobs. If such
absences become extreme they can have a critically adverse crash on a business's
operations and finally its success.
A three part model of organizational commitment was used to study job removal
intentions proceeds and absenteeism. Affective commitment emerged as the most
reliable analyst of these result variables and was the only view of commitment related
to turnover and to absenteeism. In difference normative commitment was linked
only to removal intentions while no direct belongings for maintenance obligation
were experiential. Resolution commitment however interacts with emotional
commitment in predicting job removal intentions and absenteeism. The form of the
interaction was such that high sunk costs tempered contact between moving
commitment and the associated outcome variables.
Recent thinking about top management has been unfair by alternative models of
man. Economic approaches to governance such as agency theory tend to believe
some form of homo-economics, which show subordinates as strange opportunistic
and self serving. Alternatively sociological and psychological approaches to control
such as stewardship theory describe subordinates as collectivists pro-organizational
and dependable. Through this research we effort to settle the difference between
these assumptions by proposing a model based upon the subordinate's psychological
attributes and the organization's situational personality.
Absenteeism Measure
Absence measurement is necessary in order for management to evaluate between
person absence and departmental absences. Measuring absence is serious to
recognize the different patterns of employee absence and aim the variables moving it.
There are different ways to calculate absenteeism the most typically used is the lost
time rate formula and the person frequency formula.
Types of absenteeism
Absenteeism are classified in to four types
Authorized Absenteeism
If and employee absent himself from work by taking permission form his better and
applying for leave.
Unauthorized Absenteeism
If an employee absent himself from work without informing or taking permission
and without applying for leave.
Willful Absenteeism
If an employee absents himself from duty willfully.
In order to recognize the causes and amount of absenteeism proper report should be
kept in every section for various causes of absenteeism such as age sex days of the
week and classes of jobs by each division. Generally following reasons are
attributable for absenteeism at work
Nature of the work
Poor working conditions
Absence of regular leave arrangements
Accidents
Poor control
Irregular transport facilities
Lack of interest
Indebt ness
Alcoholism and gambling habits
Low level of wages
Miscellaneous causes
The responsibilities of the manager about absenteeism. In addition to ensuring that
work is suitably enclosed during the employee's absence there are a number of her
grave proceedings that supervisors need to take to manage absenteeism, they should:
assurance that all employees are fully conscious of the organization's policies and
events for trade with absence be the first point of make get in touch with with when
an employee phones in poor health, preserve suitably full accreted up to date absence
report for their staff recognize any patterns or trends of absence which reason
anxiety behavior return to work interviews and apply punitive procedures where
necessary.
Looking at reasons for unscheduled absence the CCH survey found only 34 percent
were for individual illness but more than two out of three 66% were for other reasons
including family issues 22% personal needs 18% right attitude 13% and workplace
demands said Wolf. Another key finding of the review was how important employee
confidence was in the workplace. The survey identified a strong link between
employee morale and absenteeism. "For example, twice as many employers with
poor or fair morale view absenteeism as a serious problem (44%), in contrast with 21
percent of employers whose firm has employees with good or very good morale," said
Wolf. Not surprisingly, absenteeism is higher in companies where morale is low. In
2007, the higher rate was 2.7 percent, and the average was 2.3 percent. The future of
a company's absenteeism is also conditioned by employee morale. The survey found
one in three companies (36%) with low or poor employee morale expected an
increase of absenteeism in the next two years, whereas only 19 percent of firms with
good morale expected such an increase.
Effects of Absenteeism
Absenteeism cause harmful to both the employees and the workers for the following
reasons.
Normal work - flow in the factory is disturbed.
Overall production in the factory goes down.
Difficulty is faced in executing the orders in time.
Casual workers may have to be employed to meet production schedules. Such
workers are not trained properly.
Overtime allowance bill increases considerably because of higher absenteeism.
When a number of workers absent themselves there is extra pressure of work on
their colleagues who are present.
Workers lose wages for the unauthorized absence from work.
Habitual absentees may be removed from services causing them great hardship.
Motivation Theory
Motives initiate sustain and channel behaviour.
Managers and employees may often confuse them they are separate and distinct
concepts. Performance implies evaluation after it occurs and therefore it suggests the
presence of some sort of measuring system. Motivation on the other hand is only one
of several psychological states that influence performance. For instance an engineer's
performance is reflected in the quality of his designs the number of patents he
obtains and the customers satisfaction with cost and performance of his new
product. While we would expect a highly motivated engineer to produce excellent
products that satisfy the needs of customers it would also be true that his
performance could be affected by many other factors besides his motivation level.
Such factors include
His ability.
His need for achievement or his type.
The difficultly of the design task.
The extent of job resources available.
His working conditions.
His organizational commitment and job involvement.
Maslow's Hierarchy
Abraham Maslow according to professor's Lawler and suttle 1972 believed that
motivation could be explained by organizing human needs into five levels. He made
his theory sufficiently broad to address human behaviour in all settings. Not to his
surprise his theory was quickly applied to the narrower range of human behaviour in
organizational settings. The five levels of Maslow's hierarchy are shown
ERG Theory
Clayton Alderfer extended and simplified Maslow's Hierarchy into a shorter set of
three needs
Existence
Relatedness
Growth
At the lowest level is the need to stay alive and safe now and in the predictable future.
When we have content existence needs we feel safe and physically at ease. The next
level once we are safe and secure we consider our social needs. We are not interested
in relations with other people and what they think of us. When we are connected we
sense logic of individuality and position within our direct society. This encompasses
Maslow's love/belonging and Esteem needs. At the highest level we look for to grow
be creative for ourselves and for our environment. When we are successfully growing
we feel a sense of completeness success and completion. This covers Maslow's selfactualization and transcendence.
Equity Theory
Equity theory as developed by Professor Stacy Adams (1965) makes a contribution to
understanding how employees react to incentives and outcomes in the context of the
performance job satisfaction relationship. On its own equity theory is a prominent
process theory of motivation. The theory proposes that employees gauge the fairness
of their work outcomes in comparison to the work outcomes received by others who
perform comparable jobs. To the extent that employees feel that their rewards are
inadequate they experience a state of imbalance or perceive inequity. Felt or
perceived inequity motivates the employee to take action to address his
dissatisfaction. Inequities at work exist whenever employees feel that their rewards
for their efforts are less than the rewards or inducements received by others for their
efforts or contributions. Both of these mental states are motivating and the employee
in question seeks to remove the felt inequity and return to a state of balance or
equity. To restore a state of equity and employee might:
change work inputs and reduce performance efforts
change the outcomes received
exist the circumstances
change the people who are used for comparison
mentally distort or alter the comparison
take a decision to alter the inputs or outcomes of the comparison other
Expectancy Theory
Expectancy theory is a useful managerial tool for understanding employee behaviour.
It specifies the relationships between effort performance and rewards. The theory
articulates the significance of expectancy instrumentality and valence. These
concepts can be applied to work to help employees understand the crucial
relationship between performance and rewards. The components of expectancy
theory are sensitive to individual differences and organizational factors.
X and Y theory
Theory X
The standard person dislikes work and will avoid it he/she can.
Therefore most people must be forced with the risk of punishment to work towards
organizational objectives.
The average person prefers to be directed to avoid responsibility is relatively
unambitious and wants security above all else.
Theory Y
Effort in work is as usual as work and play.
People will apply personality manage and self direction in the chase of organizational
objectives without outer control or the threat of punishment.
Commitment to objectives is a function of rewards linked with their achievement.
People usually accept and often seek responsibility.
The ability to use a high degree of mind's eye ingenuity and originality in solving
organizational problem is extensively not narrowly dispersed in the population.
In industry the thinker possible of the average person is only partly utillised.
less relevant business model. They need to realize that the kind of structures and
activities which work in one stage of a company's life cycle may not work in another.
Therefore the criteria used to judge success and competitiveness may vary with a
company stage of development. Organizational life cycle theory has four stages of
development.
There are five level/stages in any organization.
Birth
Growth
Maturity
Decline
Death
Locus of Control
Locus of control refers to one's beliefs about what cause outcomes in life. Internals
believe in the causality of personal behavior while externals believe in the causality of
environmental forces. Internals connect responsibility to outcomes in life while
externals believe outcomes are created by forces and events outside themselves.
Most companies must nip the situation at the bud if they want this developing
problem to be curbed. According to the survey nearly 66 percent of survey
respondents offer flu shot programs to employees. This number has risen from 2006
64 percent. Another option being offered by many firms are health maintenance
programs which include proper fitness diet and hygiene classes. Gorovsky suggested
these tips for controlling absenteeism and presenteeism:
Use absence control programs, such as paid leave banks. This eliminates the
differentiation between absence types such as vacation illness or personal leave. This
also provides employees with more discretion flexibility and control. The survey
findings revealed that 69 percent of employers use paid leave banks or paid time off
to control presenteeism.
Don't discipline employees for legitimate absences such as illnesses when they have
depleted their regularly scheduled leave.
Popper hiring
It is necessary that people with rights skills and experience are selected. Every
employee should as far as possible be assigned work according to capabilities
aptitude and interest.
Safety programmes
Adequate safety measures help to minimize industrial accidents and reduce fear of
injury among employees. As a result attendance becomes improved.
Incentives
Special bonus cash prizes and preference in promotion to regular employees
encourage workers to be regular in their attendance.
Effective supervision
Supervisors can considerably reduce absenteeism by earning the confidence and
commitment of workers.
Disciplinary Action
Suitable action should be taken against chronic absentees. Punitive action may be in
the form of publishing their names in company house magazines fines withholding
pay increatment denial of promotion suspension dismissal etc.
Employee counseling
Guidance and counseling help employees to eliminate bad habits like drinking and
gambling. Habitual absentees can be persuaded become regulate by impressing upon
them the loss arising to them due to absenteeism. Education and training can be
used to develop a sense of responsibility.
proper records
Detailed and update records of absenteeism should be maintained. Absenteeism
above the predetermined level should be carefully analyzed age wise sex month wise
and other bases.