An-Najah National UniversityFaculty of medicine and health sciences

Department of Nursing and Midwife

Administration & Management in Nursing &Midwife

(7402405)

Absenteeism

Outline……………………………Introduction.Definition of absenteeism.Types of absences. Causes for absence.Effects of absenteeism. Costing absence. Managing sick leave benefits.Family and Medical Leave Act.Work organization and job design. What absence policies need to contain.Managing Employee Absenteeism

Objective,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,At the end of our presentation the student will be able to:

1( Defined the absenteeism.2( Recognize the causes and type of absenteeism.3( Knowing the cost of absenteeism.4(  Family and Medical Leave Act of 1993 (FMLA( .5( Work organization and job design .

IntroductionHigh absenteeism in the workplace may be indicative of poor

morale, but absences can also be caused by workplace hazards or sick building syndrome.

Many employers use statistics such as the Bradford factor that do not distinguish between genuine illness and absence for inappropriate reasons.

As a result, many employees feel obliged to come to work while ill, and transmit communicable diseases to their co-workers.

This leads to even greater absenteeism and reduced productivity among other workers who try to work while ill

Introduction According to Nelson & Quick (2008( people who are

dissatisfied with their jobs are absent more frequently. They went on to say that the type of dissatisfaction that most

often leads employees to miss work is dissatisfaction with the work itself.

The psychological model that discusses this is the "withdrawal model", which assumes that absenteeism represents individual withdrawal from dissatisfying working conditions.

This finds empirical support in a negative association between absence and job satisfaction, especially satisfaction with the work itself

Introduction

Thomas suggests that there tends to be a higher level of stress with people who work with or interact with a narcissist, which in turn increases absenteeism and staff turnover.

Absence ascribed to medical causes is often still, at least in part, voluntary. Research shows that over one trillion dollars is lost annually due to productivity shortages as a result of medical-related absenteeism, and that increased focus on preventative wellness could reduce these costs

absenteeism Definition of

The unscheduled absence from work, either for short or long periods, for health reasons.

Absenteeism is a habitual pattern of absence from a duty or obligation.

Traditionally, absenteeism has been viewed as an indicator of poor individual performance, as well as a breach of an implicit contract between employee and employer; it was seen as a management problem, and framed in economic or quasi-economic terms.

More recent scholarship seeks to understand absenteeism as an indicator of psychological, medical, or social adjustment to work.

Types of absences

There are two types of absences:

1. Involuntary beyond their control

2. Voluntary within their control While the majority of absences are involuntary, various

studies report that voluntary absenteeism could account for between 20- 40% of all absenteeism.

Causes for absenceThere are many reasons why people take time off

work. These can be categorized as:

1( short-term sickness absence (uncertificated, self-certificated or covered by a doctor's certificate(

2( long-term sickness absence

3( unauthorized absence or persistent lateness

4( other authorized absences e.g. annual leave; maternity,

paternity, adoption, or parental leave; time off for public or trade union duties; educational leave or authorized leave either paid or unpaid for other reasons.

This factsheet focuses on sickness absence issues.

Effects of absenteeism The effects of absenteeism are widespread.

Absenteeism leads to

1. reduced employee productivity

2. reduced employee morale.

3. increased overhead costs.

Costing absence A good way to convince senior management that absence needs to

be tackled and to justify to them the need for investment in, for example, computerization to help monitor absence levels, is to show them the figures.

Costing absence is comparatively simple, especially if you stick to the direct wage costs, that is, the cost of paying employees off sick.

You could also include some other costs if known, for example, the cost of temporary replacements or additional overtime working – but these more indirect costs can require some subjective judgments.

How, for instance, can you measure in financial terms a reduced quality of service or poorer customer care, at least in the shorter term?

3 .Personal Characteristics- Education

-Sex/Family- Org. tenure

responsibility- Age (also depends -Family size

on sex) -Personality

2 .Recruitment + Selection

Job expectations about Attendance

7 .Ability to Attend- Health (Depression,

pain cardio fitness,

smoking, drug use)- Illness & accidents- Family responsibilities- Transportation

problems- Travel distance

1 .Job Situation- Job autonomy- Job level- Work group

size- Role Stress- Considerate leadership

style- Coworker

relationships- Scheduling( flexible,

rotating)

4 .Job Attitudes- Job satisfaction- Organ.

Commitment- Job involvement

6 .Attendanc

e

Motivation

8.Employee Absenteeis

m (Attendance

)5 .Pressures to Attend- Economic/market conditions- Human Resource Practices

( incentives, control policies)- Work group norms/culture- Profit sharing/employee

share ownership

Model of Employee Absenteeism

Managing sick leave benefits

While we recognize the importance of the provision of sick leave benefits to those employees that need it, it is necessary to identify and manage risks contributing to the use and abuse of such a provision.

Due to the large number of employees and significant dollars involved in providing such a benefit, it is important to manage the number and duration of absences.

Family and Medical Leave Act of 1993

The Family and Medical Leave Act of 1993 (FMLA( is a United States federal law requiring covered employers to provide employees job-protected and unpaid leave for qualified medical and family reasons. Qualified medical and family reasons include: personal or family illness, family military leave, pregnancy, adoption, or the foster care placement of a child.

 The FMLA is administered by the Wage and Hour Division of the United States Department of Labor.

The bill was a major part of President Bill Clinton's agenda in his first term. President Clinton signed the bill into law on February 5, 1993 (Pub.L. 103–3; 29 U.S.C. sec. 2601; 29 CFR 825( and it took effect on August 5, 1993, six months later.

Family and Medical Leave Act of 1993

The FMLA was intended "to balance the demands of the workplace with the needs of families.“

 The Act allows eligible employees to take up to 12 work weeks of unpaid leave during any 12-month period to attend to the serious health condition of the employee, parent, spouse or child, or for pregnancy or care of a newborn child, or for adoption or foster care of a child.

In order to be eligible for FMLA leave, an employee must have been at the business at least 12 months, and worked at least 1,250 hours over the past 12 months, and work at a location where the company employs 50 or more employees within 75 miles.

The FMLA covers both public- and private-sector employees, but certain categories of employees are excluded, including elected officials and their personal staff members.

Work organization and job design

While there may be very good general reasons for restructuring roles or work activities, this may not necessarily be an initial priority in terms of absence management. If the key priority is to reduce absence levels, practical results are more likely to be achieved through investment in the quality of policies, procedures and individual management, rather than in large-scale re-engineering of activities.

The potential benefits of such re-engineering may well be substantial, but they’re likely to be longer-term and more wide-ranging, and may well require relatively high levels of investment.

Work organization and job design

Nevertheless, in the longer term, if problems of work design aren’t addressed, they’re likely to prove a continuing barrier to achieving the highest levels of performance – in attendance, as in other aspects of operational effectiveness.

In parallel with the more targeted investment in improving absence management.

What absence policies need to contain: Effective absence policies must spell out employees’ rights and obligations

when taking time off from work due to sickness. The policy should: provide details of contractual sick pay terms and its relationship with statutory

sick pay outline the process employees must follow if taking time off sick covering when and whom employees should

notify if they are not able to attend work include when (after how many days( employees need a self-certificate form contain when they require a medical certificate (sick-note(

from their doctor to certify their Absence mention that the organization reserves the right to require employees to attend an examination by a company doctor and (with the worker’s consent( to request a report from the employee’s doctor or from other health professionals include provisions for return-to-work interviews as these have been identified as the most effective intervention to manage short-term absence state that employees who fail to follow the rules on notifying absence or who fail to provide doctor’s medical certificates will be subject to disciplinary action.

Managing Employee Absenteeism

In times of plenty, organizations sometimes tolerate undesirable habits. Employee absenteeism may be one such case. The cost to organizations has been, and continues to be, high. Its effects are insidious and far reaching. In times of economic austerity, such as that which Trinidad and Tobago is currently experiencing, this will probably be considered a luxury that can no longer be afforded.

More and more, there is recognition that employee absenteeism is an area of concern that may have been neglected or ignored for a long time but which more than ever now, requires the attention of management because of its importance to the economic well-being of the organization.

Employee absence from work is usually part of terms and conditions of employment.  In Trinidad and Tobago, it is embedded in the existing Minimum Wages Order in the form of vacation leave and sick leave and it is a normal part of Collective Agreements and individual contracts of employment. These provisions are generally accepted as good employment practice.

Managing Employee Absenteeism

 the difference between employee absence from work and employee absenteeism, the difference between eligibility and entitlement to different types leave,  their use and the abuse of, acceptable and unacceptable levels of employee absenteeism and responsible behavior towards the use of employee benefits, such as sick leave and personal leave.

Recommendations for increased understanding of absenteeism

1- Use standardized measures and time frames

2. Study attendance

3. Study white collar absenteeism

4. Examine how other HR practices affect absenteeism

5. Encourage health

6. Engage in more creative thought

Summary…………………..Many employers use statistics such as the Bradford factor that do not

distinguish between genuine illness and absence for inappropriate reasons.

Absenteeism is a habitual pattern of absence from a duty or obligation. Type of absence Employees who are absent for reasons …

1( Involuntary beyond their control

2( Voluntary within their controlThere are many reasons why people take time off work. These can

be categorized as:

1( short-term sickness absence (uncertificated, self-certificated or covered by a doctor's certificate(

2( long-term sickness absence

3( unauthorized absence or persistent lateness

4( other authorized absences e.g. annual leave; maternity,

Absenteeism...or the gardener is a goat!

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