Absenteeism places huge financial burdens on organisations and has a detrimental effect on productivity. Aware of the direct and indirect costs associated with absenteeism, management must determine what factors are responsible for the absenteeism and how these factors can be rectified in order to reduce the rate of employee absenteeism in the organisation. The study’s main aims were firstly to determine which key factors are responsible for employees being absent from work and secondly, how they can be rectified in order to reduce absenteeism. From the data that was obtained from the literature study stress, substance abuse, lack of job commitment and organisational factors account for some reasons given for absenteeism. Employee absenteeism may also be partly due to not enough emphasis being placed on career development, staff retention and salaries. Other causes of absenteeism include personal responsibilities, lack of motivation and low morale in the workplace. Only recently have managers become aware of the true impact which alcohol and substance abuse have on organisations. More productivity is lost through on-the-job absenteeism than due to any other single factor. On-the-job absenteeism is difficult to define and very difficult to identify. Such absenteeism includes the presence of employees at work while they are sick but incapable of performing to their true capabilities – this often occurring on Mondays or Fridays or the day after payday. With current staff retention programs, mergers and joint ventures, organisations now demand the same level of production with fewer employees. This has given rise to an increase in the level of stress employees experience, which led to stress becoming a key factor responsible for absenteeism. When managing absenteeism the implementation of a proper measurement system is essential. This will enable the company to determine the extent of their absenteeism. An evaluation and comparison of these statistics over a period of time will also shed light on the nature of the absenteeism. These will result in the proactive handling of a company’s absenteeism. This is also the first step away from the acceptance of absenteeism and subsequently the nurturing of an absence culture. Employers can take a number of steps to reduce absenteeism, such as giving responsibility for absence management to senior or human resource managers rather than line managers, introducing return to work interviews, introducing discipline procedures and others. The great majority of absence management solutions completely overlook organisational factors, instead focusing on individual, claim processing and health-related factors in the quest to reduce lost productive days. Absence management programs should focus on organisational (not individual) drivers of absence to encourage a present and committed workforce. Absenteeism will never be eradicated, but through careful management organisations can reduce the absentee rate and the effect it has on the organization.

Occupational fitness programs have enjoyed enormous popularity over the course of the past decade. Their continuing penetration into all sectors of the business community coupled with the rapid growth of organizations serving professional fitness personnel, suggests that their presence may be permanent. A major reason for the popularity of occupational fitness programs, is the claim that fitness programs can reduce employee absenteeism. Two important issues at this time are: (1) the role of physical fitness in mediating sickness absence behavior, and, (2) the role of participation in occupational fitness programs as a way of enhancing worker attendance motivation. These issues fit in well with the Steers & Rhodes (1978) Process Model, a conceptual framework which deals with employee absenteeism from the standpoints of ability to attend (ie. high fitness) and motivation to attend (ie. high morale). The Steers & Rhodes theoretical model was chosen as an appropriate vehicle to guide this study. Part I reviewed the claim that physical fitness as a physiological state, is inversely related to sickness absence among employees. The literature review suggested that fit employees would miss fewer days from work than unfit employees. The prediction that physical fitness and sickness absence will be inversely related, formed the core of the hypotheses generated in Part I. In addition, hypotheses were also developed concerning the possible effects of gender, age, length of service and company affiliation. Correlational analyses were performed on several physiological and absence variables obtained from a sample of employees from the years 1979 through 1984. Modest but significant inverse correlations were found to exist between MVO₂ and a number of different absence measures. The magnitude of these correlations disappeared in some cases when the groups were controlled for gender. Significant correlations were also found between variables such as length of service and absence or age and absence. Absence patterns for males and females and management and classified employees also showed significant group differences. These results point to the need to consider these personal and socio cultural variables when attempting to describe any relationships between occupational fitness and absenteeism. Part II chose the Steers & Rhodes concept of motivation to attend. Based on the review of literature, it was expected that participants in the company fitness program would report positive changes in a number of attitudinal and personal variables. A simple questionnaire was developed to assess this change, and the entire population of a very large (n=1076) corporate fitness program was polled. Respondents in the main, indicated a significant improvement in their personal perception of a number of different attitudinal variables. The magnitude of this improvement was significantly related to the length of time they have been members of the program and their degree of participation in the program / Education, Faculty of / Curriculum and Pedagogy (EDCP), Department of / Graduate

No description available.

Please read the abstract (Synopsis) in the section 00front of this document / Dissertation (MA (Human Movement Studies))--University of Pretoria, 2001. / Biokinetics, Sport and Leisure Sciences / unrestricted

MPM / Oliver Tambo Institute for Governance and Policy Studies

The purpose of this study was to evaluate the physical fitness and absenteeism comparisons between exercising and non-exercising employees who participate in worksite wellness program.

No description available.

No description available.

In recent years, the construction industry has shown a steady decline in productivity and worker morale, while experiencing an increase in absenteeism (Maloney, 1991; CII, 1982). This has had a tremendous economic and motivational impact. This dilemma coupled with the fast-paced growth of competition has led many construction companies to look for new ways to improve overall performance and reduce absenteeism. For over twenty years construction researchers have proposed various employee participation programs (EPP’s) as a possible management method to counter the decline in productivity. The suggested modern styles of management included applications such as: quality circles, goal setting, participative decision making, work crew selection, work teams, and more recently, Total Quality Management / Continuous Improvement Programs. While these past research efforts proposed such approaches, they are still not considered standard practices for the industry. Some leading edge contractors are working towards adaptation of these new management methods in hopes of leading their competition. This research studies four construction firms and their efforts to implement Employee Participation Programs (EPP’s) as part of their movement towards improving quality management. Each of the four cases utilized a “top-down” implementation approach which began with the management, executive, office staff, and supervisory personnel (company level). At the time of this study, the case companies had not established EPP’s at the field level of their organizations. The research investigates employee participation programs and their effects on absenteeism. The research utilized F-Tests (analysis of variance), factor analyses, T-tests, and regression analyses in support of its findings. The overall results show that EPP’s can have a negative influence on the variation in absenteeism behaviors. The findings indicate that the EPP’s affects over time increase as the program matures. The study concluded that employee perception of their significance and their proximity to the participation played a major role in the overall effects on absenteeism. The study found that the decision / problem environment was the single best predictor of changes in absence behaviors. Significant absenteeism trends were identified in Post-EPP measurement periods. The outcomes of this study were secured through the development and pilot use of the Employee Participation Program Profile Classification System (EPP-PCS). / Ph. D.

This study examined several competing models for the hypothesized role that organizational commitment and job satisfaction play in withdrawal behaviors. These models were tested against a null or base model from which the other models were nested. The results supported the null model as best describing the process, not the hypothesized model. The null model indicated that there was a progression to withdrawal, and that both organizational commitment and job satisfaction maintain a strong negative impact on turnover. The key variable involved in the withdrawal was commitment, not satisfaction. The reason that the proposed progression model was not supported was due to the fact that neither of these variables were significant predictors of absenteeism. The relationship between organizational commitment and job satisfaction was found to be reciprocal, with commitment having a much stronger influence on satisfaction. This relationship additionally served to enhanced their effects on the withdrawal behaviors. Another finding concerning the antecedents of both organizational commitment and job satisfaction was that need for achievement and motivation had the strongest total effects on both of these variables. This gives support to congruence perspective regarding organizational commitment and the dispositionalists regarding job satisfaction. / Ph. D.