Concept of Ab Senteeism

8/4/2019 Concept of Ab Senteeism

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CONCEPT OF ABSENTEEISM

According to the most recent CCH Unscheduled Absence Survey,

employers are losing ground when it comes to keeping workers on the

job. Unscheduled absenteeism rates have risen to their highest level

since 1999. What continues to be of most concern is that almost two

out of three employees who dont show up for work arent physically ill.

For most companies, the responsibility for managing absenteeism has

fallen primarily on immediate supervisors. These supervisors are often
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the only people who are aware that a certain employee is absent. They

are in the best position to understand the circumstances surrounding

an individuals absence and to notice a problem at an early stage.

Therefore, their active involvement in the companys absence

procedures is pivotal to the overall effectiveness and future success of

an absence policy or program.

Sadly, however, most supervisors have not received any guidance or

training in managing absenteeism. They have been left on their own to

carry out the often unpopular task of identifying, confronting and

resolving absence abuse.

To ensure that supervisors are comfortable and competent in their role

of managing absenteeism, they need to have the full support of senior

management. All parties must be aware of the aim of absence policies

and procedures. Should there be discrepancies between departments;

a policy can lose its effectiveness.


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To provide more consistency, supervisors should be trained in their

responsibilities about managing absenteeism, advised how to conduct

effective return-to-work interviews, and educated in the use of

disciplinary procedures when necessary.

The Responsibilities of the Supervisor

In addition to ensuring that work is appropriately covered during the

employees absence, there are a number of other critical actions that

supervisors need to take to manage absenteeism. They should:

ensure that all employees are fully aware of the organizations

policies and procedures for dealing with absence,

be the first point of contact when an employee phones in sick,

maintain appropriately detailed, accurate, and up-to-date absencerecords for their staff, (e.g., date, nature of illness/reason for


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absence, expected return to work date, doctors certification if

necessary),

identify any patterns or trends of absence which cause concern,

conduct return-to-work interviews, and

Implement disciplinary procedures where necessary.

The Return-to-Work Interview

The training of supervisors in how to best manage absenteeism should

include instruction on how to conduct effective and fair return-to-work

interviews. Recent national surveys indicate that these interviews are

regarded as one of the most effective tools for managing short-term

absenteeism1.

The return-to-work discussion will enable the supervisor to welcome

the employee back to work, in addition to demonstrating

managements strong commitment to controlling and managing


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absenteeism in the workplace. The interview will enable a check to be

made that the employee is well enough to return to work.

The necessary paperwork can be completed, so that the absence and

its conclusion are properly recorded. The fact that an established

procedure is in place to investigate and discuss absence with an

employee may, on its own, act as a deterrent for non-attendance for

disingenuous reasons.

Interviews need to be carried out as promptly as possible following the

absentees return to work (no later than one day after his or her

return). The employee should be given ample opportunity to outline

the reasons for his or her absence. The supervisor should use the

interview as a time to explore any issues that the employee may have

which are leading to absence.

The goal is to foster an open and supportive culture. The procedures

are in place to make sure that help and advice is offered when needed
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and to ensure that the employee is fit to return to work. Employees will

usually appreciate the opportunity to explain genuine reasons for

absence within a formalized structure. Should the supervisor doubt the

authenticity of the reasons given for absence, he/she should use this

opportunity to express any doubts or concerns.

At all times, the employee must be aware that the interview is not

merely part of company procedures, but a significant meeting during

which the absence has been noted and may have implications for

future employment. The companys disciplinary procedure, in the event

of unacceptable levels of absence, should be explained to the

employee.

The manager may choose to outline how the absence affected the

department. The message should be that the employee was missed and

that productivity suffered. The manner in which the department was

required to reorganize staffing arrangements might also be explained.


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This would demonstrate that the efficiency of the work unit was

adversely affected by the absence.

The supervisor should then brief the returning employee about the

current situation (i.e., what tasks are now priorities, what work has

already been carried out and where the employee should now focus

his/her efforts).

At no point during the meeting should the interview become a form of

punishment, but should be seen as an occasion to highlight and

explain the repercussions of absence within the department. The vast

majority of employees derive a sense of pride and achievement from

their work and management should be encouraged to treat these

individuals as responsible adults.

Most employees understand reasonable rules and do not want to be

threatened into compliance. The small percentage of employees who

indeed have an absence problem will require close supervision and


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possibly even punitive measures for excessive absenteeism. These few

employees who are irresponsible should be handled individually and

firmly.

The following guidelines outline the recommended steps to be taken in

cases where short-term absence is considered to be above an

acceptable level in a particular period of time.

Stage 1: Counseling Interview

The immediate supervisor should advise the employee of hisconcern over the absences, try to establish the reasons for the

sickness and determine what needs to be done to improve

attendance.

If any medical condition is identified at this stage, and is likely to

have an effect on job suitability, the supervisor should arrange an
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appointment with a company-approved doctor. This should be

confirmed to the employee in writing within five working days.

If, from the discussion, the problem does not appear to be due to an

underlying unfitness for work, the supervisor should advise the

employee that, while the recorded ailments may be genuine, a

sustained improvement in attendance is expected or the next stage

in the procedure will be taken.

A review of the attendance will automatically be made each month

for the next six months.

Stage 2: First Formal Review (Verbal Warning Stage)

If the employees absences continue to worsen following analysis

and regular monitoring, he should be invited to attend a formal

review meeting with the supervisor.

The absence record should be detailed in a letter inviting the

employee for this interview. The employee should be advised that


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she is entitled to be represented by a union representative or a

colleague as appropriate.

The purpose of this meeting will be to :

-- continue to discuss the underlying reasons for the absences,

-- advise the employee of the service and cost implications of her

absence, and

-- arn the employee (except when deciding to seek medical advice)

that if there is not a substantial and sustained improvement, her

employment may be terminated because of her inability to maintain

an acceptable attendance level. This constitutes the verbal warning.

Where medical attention is warranted, action must be taken

immediately. The meeting is therefore only adjourned to allow this

part of the process to be completed. Within five working days, the

employee must receive medical advice. The meeting is then

reconvened with HR and the doctors opinion is discussed.

If the doctor confirms fitness for work, the employee should be

warned about the consequences of continued absence.


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Stage 3: Second Formal Review (Written Warning Stage)

Where regular monitoring indicates that no improvement in the

absence pattern has occurred, a second formal meeting will be

arranged with HR.

The letter inviting the employee to the meeting will include the

absence record and, again, advice on representation.

Any new information given at the meeting regarding ill health or a

change in the nature of sickness may need to be assessed by a

company-approved doctor.

The employee should be given the opportunity to explain his or her

absence record. If appropriate, the supervisor should inform the

employee that a formal written warning is being issued and that this

warning will remain in the employees file for a specified period. A

copy of the warning should be issued to the employee and to

his/her representative.


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The employee should be informed that failure to comply with the

companys attendance expectations, and to improve on the present

unacceptable record of absence, will result in the termination of the

employees employment.

Where fitness for work is in doubt, proceed with redeployment

options according to the guidance received by the doctor. Consult

with the employees union representative (if applicable) on the

redeployment process and options.

Stage 4: Temporary Suspension from Work

If, following the implementation of the previous stages of the

disciplinary process, no improvement in attendance occurs,

management may proceed with a temporary suspension without

pay. The intention to suspend should be confirmed in writing with

details of start and end dates. A copy of the letter of suspension

should be sent to the employees representative (if applicable).


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Stage 5: Termination of Employment

This is the final stage in the disciplinary process whereby the

employee is dismissed for inability to comply with the companys

requirements for attendance at work. Dismissal can only take place

with the written authorization of a senior manager and HR.

The letter calling the employee in will, again, include advice on

representation and will outline the absence record. The employee

should be advised that, as a result of the interview, he or she may

be dismissed for incapability to perform work duties.

Again, the company doctor may have to be consulted if any new

information is forthcoming in regard to the employees health or

capacity for work.

Where redeployment is not possible, or appropriate, consider

proceeding with dismissal for reasons of capability. Eligibility for

disability benefit will depend on the circumstances of each case.


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If a decision is made to dismiss on the basis of capability, a copy of

the letter of dismissal should be sent to the employees

representative (if appropriate).

The employee may have the right to appeal against dismissal. The

appeal should be in line with the companys disciplinary procedures.

Challenges in Managing Absenteeism

Be aware that supervisors are often uncomfortable or unwilling to

report on those who have exceeded acceptable levels of absenteeism.

Because of the many pressures already on supervisors, the consistent

implementation of absenteeism policies is not always their top priority.

It is important to try to take the subjectivity out of managing

absenteeism and to ensure that all employees are treated the same. It

is essential to be consistent, persistent, and fair to all. When absence is

not addressed or addressed in an inconsistent manner, lower morale


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can result. Employees can feel they have been treated unfairly when

they perceive other absent employees are gettingaway with it.

The majority of employees will appreciate policies and programs that

are facilitative, rather than punitive. Stringent or punitive measures

that force employees to come to work can result in employees that

then become, "absent while at work."

They do as little as possible and resist any effort to get them to do

more. Other programs should be implemented that help employees be

present at work, such as flexible work scheduling, job sharing,

attendance awardsand wellness programs.
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1. Analysis of question no. 6How will you categorize your satisfaction level?

The objective behind this question is to know that how far the employees are

satisfied at their working place.

FACTORS EXTREMELY

SATISFIED

SATISFIED NOT SATISFIED

NO. OF RESPONDENTS 8 36 6

% 16 72 12

The above database shows that most of the people are satisfied in the

organization i.e. 72 %, 16 % of them were extremely satisfied and 12 % of

the total employees were not satisfied.

EXTREMELY

SATISFIED

16%

SATISFIED

72%

NOT SATISFIED

12%

SATISFACTION LEVEL


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2. Analysis of question no. 7HOW WOULD YOU RATE THE REASONS FOR WHICH THE EMPLOYEES AREGENERALLY ABSENT?

The objective behind this question is to know the most common reasons due to

which employees are absent at their working place.

FACTORS HEALTH

PROBLEMS

FAMILY

PROBLEMS

FAMILY

FUNCTION

POLITICAL

AGITATION

NO. OFRESPONDENTS

24 20 6 0

% 48 40 12 0

The above database shows that major reason for absenteeism is health

problem i.e., 48%, second main reason is family problem with 40% and 12

% of the employees are absent due to function in their family. No employee

is absent due to political agitation.

HEALTHPROBLEM

48%

FAMILY

PROBLEM

40%

FAMILY

FUNCTION

12%

POLITICAL

AGITATION

0%


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3. Analysis of question no. 8ACCORDING TO YOU WHAT ARE THE METHODS TO CONTROL ABSENTEEISM?

The rationale behind this question is to know the most effective method which

will control absenteeism rate in the organization.

FACTORS INCENTIVES BETTER

MEDICAL

FACILITIES

EDUCATION

AND

TRAINING

PUNISHMENT

NO. OF

RESPONDENTS

22 8 20 0

% 44 16 40 0

The above database structure shows that 44 % of the respondents consider

incentive as the most effective method to control absenteeism, 16 % of theemployees consider better medical facilities as the most effective method

to control absenteeism, 40% of them consider education & training as the

most effective method. Not a single employee considers punishment as the

means to control absenteeism.

INCENTIVES

44%

BETTER

MEDICAL

FACILITIES

16%

EDUCATION

AND TRAINING

40%

PUNISHMENT

0%


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4. Analysis of question no. 9DO YOU THINK PUNISHMENT POLICY WILL DEMOTIVATE THE EMOLYEES

AND CAN CAUSE INEFFICIENCY IN THEIR PERFORMANCE?

The objective behind this question is to know whether any punishment policy

will demotivate the employee and hampers their productivity level and

performance.

FACTORS YES NO

NO. OF RESPONDENTS 43 7

% 86 14

The above database structure shows that 86 % of the employees are against thepunishment policy and thinks it will cause inefficiency on their part and 14 of the

employees consider punishment policies will not affect their performance and

efficiency.

YES

86%

NO

14%


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5. Analysis of question no. 10CAN HEALTHY WORK ENVIRONMENT REDUCE THE RATE OF ABSENTEEISM?

The rationale behind this question is to know the effect of work environment

and work culture on the absenteeism rate of the employees.

The above database structure shows that 88 % of the total employees consider

healthy work environment reduces the rate of absenteeism. 12 % of the total

employees consider healthy work environment will not affect their performance.

YES

88%

NO

12%

FACTORS YES NO


% 88 12


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6. Analysis of question no. 11IS ABSENTEEISM MORE DUE TO?

a. PROFESSIONAL STRESSb. PERSONAL STRESS

The purpose behind this question is to know the major reason due to which

employees compel them to absent themselves at their working place.

The above database structure shows that professional stress is the main cause

due to which employees compel them to absent i.e., 76 % and 24 % of the

employees consider personal stress is the main cause of their absenteeism

PROFESSIONALSTRESS

76%

PERSONAL

STRESS

24%

FACTORS PROFESSIONAL

STRESS

PERSONAL STRESS


% 76 24


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7. Analysis of question no. 12RATE THE REASONS FOR ABSENTEEISM DUE TO PROFESSIONAL STRESS :

a. TOO MUCH WORK LOADb. MONOTONOUS WORKc. DISSATISFACTION WITH THE JOBd. WORK PLACE POLITICSe. STRAINED RELATIONSHIP WITH THE SUPERVISOR

The objective is to know how the respondents rate the reasons of the

professional stress.

FACTORS TOO

MUCH

WORK

LOAD

MONOTONOUS

WORK

DISSATISFACTION

WITH THE JOB

WORK

PLACE

POLITICS

STRAINED

RELATIONSHIP

WITH THE

SUPERVISOR

NO. OF

RESPONDENTS

12 4 20 8 6

% 24 8 40 16 12

This database shows that dissatisfaction with the job is main cause of professional stress i.e.,

40%, then too much work load i.e., 24%, third major reason is work place politics with 16%,

fourth reason is strained relation with the supervisor i.e., 12% and monotonous work is

considered by 8% of the employees.

TOO MUCH

WORK LOAD

24%

MONOTOUS

WORK

8%

DISSATISFACTIO

N WITH THE

JOB

40%

WORK PLACE

POLITICS

16%

STRAINED

RELATIONSHIP

WITH THE

SUPERVISOR

12%

PROFESSIONAL STRESS


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8. Analysis of question no. 13DO YOU THINK THAT ABSENTEEISM HAMPERS THE CONTINUITY OF YOUR

WORK?

The purpose behind this question is to know whether absenteeism hampers

their continuity at their workplace or not.

FACTORS YES NO

NO. OF

RESPONDENTS

36 14

% 72 24

The above database structure shows that 72% of the respondents agreed to the

statement that absenteeism hampers their continuity at work. 14% of the

respondents think that absenteeism doesnt affect their work continuity.

YES72%

NO

28%


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9. Analysis of question no. 14DO YOU THINK STYLE OF MANAGEMENT ALSO LEADS TO ABSENTEEISM

AMONG THE EMPLOYEES?

The rationale behind this question is to know that whether style of

management also leads to absenteeism among the employees or not.

FACTORS YES NO

NO. OF

RESPONDENTS

40 10

% 80 20

The above database structure shows that 80% of the total respondents feel

that style of management also leads to absenteeism among the employees

and 20% of the respondents feel that style of management have no effect on

the rate of absenteeism.

YES

80%

NO

20%


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FINDINGS

72% of the total respondents were satisfied in their organization.Family problem and health problem were considered to be the

main cause for absenteeism.

44% of the respondents considered incentives as the method tocontrol absenteeism and 40% considered imparting education and

training will be beneficial.

No one considered punishment policy would control absenteeism.86% of the respondents feel that punishment policy would cause

inefficiency in their performance.

88% of the employees think that healthy work environmentreduces the rate of absenteeism.

It has been found that 76% of the respondents considerprofessional stress as the main reason to compel themselves

absent.

Dissatisfaction with the job and too much work load is alsoconsidered to the main reasons for absenteeism.

72% of employees think that absenteeism hampers theircontinuity.


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SUGGESTIONS AND RECOMMENDATIONS

In order to minimize the rate of absenteeism the company couldtake care of employees healths especially in production unit.

Introducing attendance management program.I suggest that disciplinary action will minimize absenteeism.Introducing medical facilities for employees and employees

family member.

Providing transport facilities for all employeesMotivating the employee by monetary and non monetary awards

for those who are completed 100% attendance.

To improve safety awareness among employee by educating themon health aspects conducting safety work shop and to reduce

noise pollution in few department.


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CONCLUSION

The study is carried out to determine the level of employees

absenteeism in THE PATNA DAIRY PROJECT, PHULWARISHARIF.

Even though Vaishal Patliputra Dugdh Utpadak Sahkari Sangh Ltd.

(VPUDSS) is providing with sufficient facilities to the employees to an

extent. The company may provide some more facilities like proper

ventilation, medical facilities transport facilities and welfare actives

which would reduce absenteeism and enhances the employees to work

more efficiently and effectively for achieving the organizational

objectives. The company may provide counseling sessions to their

employees to minimize any type of stress among the employees.

The major task before the Vaishal Patliputra Dugdh Utpadak Sahkari

Sangh Ltd. (VPUDSS) was to see that the excellent infrastructure

developed by the National Dairy Development Board is not only

maintained but also to see that the pace of development is not

hampered.

Documents

Concept of Ab Senteeism