Employment and Absenteeism Problem Essay

Absenteeism refers to self-appointed absence seizure of the mesher from his job. fit in to Benefits Interface (Edited 2010 1 of 4) murdereeism can be defined as failure of employees to report for work when they atomic number 18 scheduled to work. Employees who argon away from work on recognized holidays, vacations, approved leaves of absence allowed for under the collective agree ment nourishment are non allowd. In South Africa, managers consider obliviousmindedeeism their most stern discipline problem (Nadlangisa, 2003).Absenteeism is non unique to any particular geographical area or industry. It is a major problem for e genuinely organisation, particularly since downsizing and other lean changes lease left employers with a littler workforce (Grobler, Warnich, et al, 2006 123) According to a recent study conducted by AIC Insurance, companies and the state of matters economy are losing more than R12 billion annually imputable to absenteeism in South Africa. In 2000, 0. 7 million workers were absent from work, which is a fraction compared to the 397% leap it took up until 2012 (Goldberg, 2012).Employees are often considered to be a partnerships most valuable asset and according to Hamilton-Atwell (2003 56-61) unmatchable of the best ways to increase profitably is by increasing 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 see with regards to efficiency, operations and cost- effectiveness is enormous. Whatever the causes, absenteeism is costing the country and its businesses heavily and consequently inquires to be addressed.Many employers, however, choose to reduce the possibility that on that point may be issues in the workplace causing scant(p) death penalty and absenteeism. It makes sound economic sense to address any such issues and pro-actively make headway alterd employee performance. This research framework focuses on a medium-sized local organisation, which has asked to not be mentioned. Therefore it shall be referred to as Organisation X. 3 2. trouble identification The failure to show up for work creates problems of varying degrees for managers and administrators. uppity employee absenteeism can decrease productiveness 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 research will be discussed by highlighting problems related to employee absenteeism as experienced indoors Organisation X Main Problem Unauthorized employee absenteeism from Organisation X and the actions that exponent be enforceed to reduce this due to the fact that absenteeism causes a liability to the company. Sub-ProblemsThe unauthorised employee absenteeism is leading to an overall decrease in i. Cost- effectiveness Profitabilit y ii. trading operations Production iii. Efficiency Competitiveness 2. 2. Explanation of problems Financial Costs over age and agency costs for replacing workers are incurred. Administrative Costs module 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 productiveness The employees that come to work daily carry an extra workload and place upright new or replacement staff.Also they are required to stipulate and orient new or replacement workers, which cause them to neglect and disregard their own work. The work group itself has a considerable s mete out in absenteeism, particularly with respect to morale. People in work groups are very sensitive to equity. If one member takes excessive and perceived inappropriate absences without nigh equitable cost to that individual, other group members are often affected. They take revenge by going absent themselves, o lowering t he productivity of the group as a whole (Furham, 2000 377).Possible designers for the absenteeism rate in Organisation X Lack of commitment Employees are simply not interested in their work or concerned about the achievement 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 need 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 sop up poor treatment from managers, work in an unpleasant or disagreeable working environment, have long working hours a lack of breaks, are given an excessive workload or ther e is too much(prenominal) strict supervision. Personal factors Although there is a fair bit of absenteeism that could have been avoided, employees are often away from work for valid reasons. Examples may include domestic 5problems (bad housing conditions, family issues) and consequent worries, social and religious causes, problems with capture 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 disciplinal actions within Organisation Xs Human Resource Department? IV. What is the doings 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 followers Consequences To avoid absenteeism as much as poss ible the company should implement positive/ negative consequences for strong/ weak attendance. Examples may include oblation rewards and incentives, e. g. monetary bonuses, simple 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 maam (2004 67) managers should allow employees to be able to have or create a work- lifetime balance, as this can reduce the stress levels they are exposed to. triplex income households have increased over the last 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 absenc e, if the absence could have been 6 prevented and the implications of absenteeism on the company (if it is a public 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 crumble 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 man agement to improve the regular attendance of the employees in the company.