No summary available / Industrial and Organisational Psychology / M. Comm. (Industrial Psychology)

Made available in DSpace on 2014-06-11T19:28:19Z (GMT). No. of bitstreams: 0 Previous issue date: 2012-02-28Bitstream added on 2014-06-13T20:37:04Z : No. of bitstreams: 1 rovere_kma_me_botfm.pdf: 712941 bytes, checksum: bf59d316c561be5ad617c850d1d1bedf (MD5) / O estudo ocorreu em doze unidades de internação de um Hospital do interior do Estado de São Paulo, nos anos de 2009 e 2010, e teve por objetivo identificar o percentual de ausências previstas e não previstas, determinar o Índice de Absenteísmo para cada categoria profissional e analisar o perfil e motivos dos profissionais que apresentaram Atestados Médicos menores de 15 dias. Os dados foram coletados através do sistema informatizado dos Recursos Humanos da instituição e escalas mensais disponíveis pela Gerência de Enfermagem. As ausências previstas apresentaram percentuais de 16,7% para folgas semanais, 3,1% para feriados e 8,9% para férias. Os percentuais de ausências não previstas, em 2009, para a categoria enfermeiro variaram de 0,1% a 1,9%, para técnico de 0,8% a 7,7% e para auxiliares de 0,3% para 3,9%. Já em 2010, variou para enfermeiros de 0,3% a 2,2%, para técnicos de 0,6% a 6,7% e para auxiliares de 0,8% a 2,8%. Predominaram as ausências por Atestados Médicos menores de 15 dias. Quanto ao Índice de Absenteísmo destas ausências foram encontrados os valores gerais de 34% para 2009 e 35% para 2010 / The study took place in twelve inpatient units of a hospital in the state of São Paulo, in the years 2009 and 2010, and aimed to identify the percentage of planned and unplanned absences, determine the rate of absenteeism for each professional category and raise the profile and motives of the professionals present a medical certificate under 15 days. Data were collected using the computerized system of the institution's Human Resources and scale available monthly by the Department of Nursing. The planned absences had percentages of 16.7% for weekly clearances, 3.1% to 8.9% for holidays and vacations. The percentage of absences provided in 2009 for the nurse category ranged from 0.1% to 1.9%, 0.8% for the technical and auxiliary 7.7% from 0.3% to 3.9 %. In 2010, for nurses ranged from 0.3% to 2.2%, 0.6% for technicians to 6.7% and for auxiliary 0.8% to 2.8%. Predominated by a medical certificate for absences under 15 days. As the rate of absenteeism of these absences were generally found values from 34% to 35% for 2009 and 2010

Orientador: Carmem Maria Casquel Monti / Coorientador: Silvana Andréa Molina Lima / Banca: Fernanda Maria Togeiro Fugulin / Banca: Ilda Godoy / Resumo: O estudo ocorreu em doze unidades de internação de um Hospital do interior do Estado de São Paulo, nos anos de 2009 e 2010, e teve por objetivo identificar o percentual de ausências previstas e não previstas, determinar o Índice de Absenteísmo para cada categoria profissional e analisar o perfil e motivos dos profissionais que apresentaram Atestados Médicos menores de 15 dias. Os dados foram coletados através do sistema informatizado dos Recursos Humanos da instituição e escalas mensais disponíveis pela Gerência de Enfermagem. As ausências previstas apresentaram percentuais de 16,7% para folgas semanais, 3,1% para feriados e 8,9% para férias. Os percentuais de ausências não previstas, em 2009, para a categoria enfermeiro variaram de 0,1% a 1,9%, para técnico de 0,8% a 7,7% e para auxiliares de 0,3% para 3,9%. Já em 2010, variou para enfermeiros de 0,3% a 2,2%, para técnicos de 0,6% a 6,7% e para auxiliares de 0,8% a 2,8%. Predominaram as ausências por Atestados Médicos menores de 15 dias. Quanto ao Índice de Absenteísmo destas ausências foram encontrados os valores gerais de 34% para 2009 e 35% para 2010 / Abstract: The study took place in twelve inpatient units of a hospital in the state of São Paulo, in the years 2009 and 2010, and aimed to identify the percentage of planned and unplanned absences, determine the rate of absenteeism for each professional category and raise the profile and motives of the professionals present a medical certificate under 15 days. Data were collected using the computerized system of the institution's Human Resources and scale available monthly by the Department of Nursing. The planned absences had percentages of 16.7% for weekly clearances, 3.1% to 8.9% for holidays and vacations. The percentage of absences provided in 2009 for the nurse category ranged from 0.1% to 1.9%, 0.8% for the technical and auxiliary 7.7% from 0.3% to 3.9 %. In 2010, for nurses ranged from 0.3% to 2.2%, 0.6% for technicians to 6.7% and for auxiliary 0.8% to 2.8%. Predominated by a medical certificate for absences under 15 days. As the rate of absenteeism of these absences were generally found values from 34% to 35% for 2009 and 2010 / Mestre

Thesis (MTech (Human Resources Management))--Cape Peninsula University of Technology, 2016. / Absenteeism has proven to be a global problem in the workplace, which is further exacerbated by multifaceted factors that cause absence. It is pervasive, inevitable and has an undesirably negative impact on the operations and service delivery of an organisation, if not managed properly. Generally, absenteeism disrupts the work environment and negatively affects the organisation and employees’ morale. A literature search was conducted on the causes, costs, impact, measurements, consequences and strategies of absenteeism in the workplace. Literature on job satisfaction as a concept was also conducted on personal and organisational sources, both content and process theories, and consequences of job satisfaction. The researcher also conducted a survey questionnaire with a sample of employees at DTVET to ascertain their perceptions regarding absenteeism and job satisfaction status within the department. The aim of the study was to identify the main causes of high absenteeism and to determine the status of job satisfaction levels in DTVET. The study identified the causes of absenteeism among DTVET employees, and discovered that reasons are attributed to: work overload; lack of employee health programmes; lack of resolution of employees’ problems; headache problems; inconsistent application of absenteeism procedures; lack of autonomy; lack of an effective performance reward system; backache problems; sick leave entitlement mentality; stomach upsets; and, finally, colds and flu. Findings also revealed that DTVET employees mostly derive their job dissatisfaction from: work overload; bureaucratic processes; benefits; pay; lack of recognition for work well done; and lack of promotion opportunities. This finding also supports Robbins’s (2003:82) conclusions that the consequences of job dissatisfaction may lead to employees missing work, this may also be expressed in various forms i.e. employees complaints, insubordination, steal organisational property, reduce effort, chronic absenteeism, increase error rate, lateness etc. Realistically, absenteeism in the workplace will never be eradicated, however, with proper management interventions, absenteeism rates can be reduced to acceptable levels.

Leaders of organisations are faced with a severe challenge due to a rapidly changing business environment. Increased competition and lack of knowledge workers have seen organisations operating with lean labour forces, thus applying excessive pressure on these workers to deliver high quality products and services. Studies have shown that constant excessive pressure on these knowledge workers cause stress leading to loss of productivity while still being at work, giving rise to a phenomenon known as presenteeism. Studies have fallen short in measuring presenteeism as it has only been focussed on sickness as an antecedent for presenteeism. A recent study on presenteeism has shown evidence of job stress to be a precursor of presenteeism thus providing a new construct called 'job-stress-related presenteeism, and huge opportunity for studies in this field. This study aims to assess the effect that leadership styles have on job-stress-related presenteeism as leaders drive organisational performance. 242 responses from 12 widely categorised industries were collected and analysed. Analysis included principal component analysis and various correlations to assess for associations between the two variables. The results indicated that leadership style can be used as a predictor for job-stress-related presenteeism. / Dissertation (MBA)--University of Pretoria, 2013. / lmgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

The study focussed on the effectiveness of control measures for dealing with absenteeism of educators with specific reference to selected schools at Libode District in the Province of the Eastern Cape. It identified the policy framework including rules and regulations relating to the absenteeism of educators. It assessed the effectiveness of control measures which are currently at the disposal of the selected schools and it also investigated the challenges faced by school principals in addressing the challenge of absenteeism of educators in the selected schools. A qualitative research methodology was used in undertaking the study. Purposive sampling was used to select the schools and participants for the study. Participants were comprised of school principals and Education Development Officers. Data was collected through structured and semi-structured interviews. Literature study showed that the management of educator absenteeism is an important aspect of Human Resource Management in schools. Furthermore, the study found that control measures for dealing with absenteeism are not properly applied in many schools and there is no consistency in the manner in which they are utilised by school principals. The study also found that school principals are struggling to manage absenteeism to the extent that some of them are not sure how to deal with educators who abuse leave. The study recommends that school principals should be empowered on leave management through various forms of training which include workshops.

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The present research examined whether the attributions a supervisor makes in response to subordinate absenteeism are influenced by a subordinate's prior absence history, the nature of the subordinate's excuse, and the outcomes of the absence episode. In addition, this study investigated the effects these absence variables have on supervisors' selection of both appropriate absence labels (excused vs. unexcused), and the type of disciplinary action taken. 160 psychology students and 85 MBA candidates from a large Southeastern university were given a scenario describing a hypothetical absence episode, and completed a questionnaire pertaining to the dependent measures above. Results of multivariate analyses of variance conducted on measures of attributions, absence labels, and disciplinary actions supported the hypotheses that (a) prior absence histories based on a high frequency of absences and subordinate excuses for absences due to visiting friends will result in more internal attributions, unexcused absence labels, and more severe forms of disciplinary action taken by the supervisor; while (b) prior absence histories based on a low frequency of absences and subordinate excuses due to a child's accident will result in external attributions, excused absence labels, and less severe forms of disciplinary action. The consequences of absenteeism did not have an effect on subjects' attributions, and only marginally influenced subjects' absence labels and sanction decisions. Results of regression analyses also supported the hypotheses that the type of attribution a supervisor makes will directly influence the chosen absence label, and the absence label will, in turn, influence the type of disciplinary action taken. Implications of the study's findings for future absence research are discussed. / M.S.

This study is an assessment of the effect of absenteeism on service delivery in the Eastern Cape Department of Health: Nelson Mandela Bay District Municipality. The work was a corollary of repetitive negative feedback from the press that the researcher was concerned and embarked to investigate possible causes of these allegations by the press. The Department of Health being a public entity has a responsibility to provide quality health services to the community. Government introduced a service delivery mechanism which is enshrined in the White Paper on the Transformation of the Public Service in 1997, through the Batho Pele principles. The researcher argued that if the Batho Pele principles were practiced in the delivery of services the aforementioned repetitive feedback on health services would be minimal. Among a variety of possibilities that could cause the Batho Pele principles not to be practiced the researcher was interested to ascertain if absenteeism could be among them. The researcher asserted that, if human capital is the delivery tool of services, the absence of the human capital therefore posed a negative effect on the delivery of such services. Therefore an inverse relationship exists between absenteeism and service delivery. This relationship was affirmed by the responses of participants through the analysis of questionnaires on absenteeism and service delivery. Absenteeism is a management aspect that has a negative effect in both the financial and delivery aspect of the organisational performance. It is therefore the researchers’ sincere hope that the Department of Health will consider the deductions drawn from this study and recommendations thereof. The researcher further hopes that this study contributes to the existing body of knowledge in relation to organisational behaviour and becomes employer ammunition for service delivery.