ABSTRACT In the increasingly competitive and challenging environment within which

organisations operate today, absenteeism is a complex issue. Resulting from absenteeism,

businesses are faced with impeded productivity, inefficient service delivery, and reduced
performance, thereby negatively affecting sustainability. Absenteeism is, therefore, a significant
concern in the field of human resource management. The prevalence of absenteeism in the
security sector necessitates investigation so that valuable contributions may be made that will,
ultimately, empower management and positively contribute to the discipline being studied. The
aim of this study was to investigate the impact of absenteeism and the extent to which it
negatively affects organizational performance. For the purpose of this study, a quantitative
research approach was employed. The total population of forty-five respondents was targeted,
with a 95% response rate achieved. A questionnaire was utilized to gather data from the target
population.

Introduction The business environment has evolved to the extent that every area of
organisational performance is significantly important to achieve competitiveness. Employee
attendance at work, productivity, service delivery, and organisational commitment are critical
components of optimal human resource performance and efficient human resource
management. The management of absenteeism in the workplace has, therefore, become a
focus in the field of human resources and an area of importance. The ability of security
companies to deliver efficient services is inhibited by employees who do not present themselves
for duty and who individually and collectively raise absenteeism levels in small to medium sized
businesses. This study will focus on absenteeism in the workplace and extensively seek to
provide insight into the causes of absenteeism, the negative impact on the performance of the
organisation, and the strategies that may be employed by management in order to reduce
absenteeism and promote attendance in the workplace.

ABSTRACT The paper is intended to determine the working philosophy, welfare facilities, impact
on organization’s efficiency, mutual obligations and involvement of employer and employee and
performance appraisal effects. The paper consists of objectives, limitations, research
methodology, findings, suggestions, and conclusions. The information is collected using primary
and secondary data. The responses given by the workers of the company is analyzed and
interpreted using different types of statistical tools which are percentage analysis method. This
report throws light on the impact of employee’s absenteeism on the productivity of the
organization. The sample size is 82 from a population of 90. The questionnaire has been
designed by the researcher according to the objective of the study.

Abstract
Absenteeism is an employee's intentional or habitual absence from
work. While employers expect workers to miss a certain number of
workdays each year, excessive absences can equate to decreased
productivity and can have a major effect on company strategies,
finances, morale and other factors. The main aim of this paper is to take
a broad view of the causes a of workplace absenteeism in the Hera
Group, an Italian multiutility leader in environmental, water and energy
services, and to describe various facets of its assessment and
management. It is intended to provide both an overview on absenteeism
data and then progress to exploring solutions and discussions on
absenteeism problems, connecting strategic goals with human resource
related issues.

1. Introduction Absenteeism has been traditionally considered a relevant problem of human

resource management (HRM) in a wide sectors and organizations (Bycio, 1992; Harrison and
Martocchio, 1998). HMR can be separated in three major subfields (Boxall, Purcell and Wright,
2007): micro HRM (MHRM), strategic HRM (SHRM), and international HRM (IHRM). Micro HRM
covers the subfunctions of HR policy and consists of two main categories: one with managing
individuals and small groups (e.g. recruitment, selections, induction, training, performance
management and remuneration) and the other with managing work organization and employee
voice systems. Strategic HRM covers the overall HR strategies adopted by business units and
companies and tries to measure the impact on performance. International HRM covers HRM in
companies operating across national boundaries. The overall goal of strategic HMR for an
organization is to link HR activities and actions (deploy and allocate human resources) in order
to obtain competitive advantages and performance (Ahmad and Schroeder, 2003; Green et al.
2006; Aktar, Ding and Ge, 2008; Lengnick-Hall et al., 2009; Harpaz and Meshoulam, 2010). The
management of absenteeism is one of the main strategic actions in HRM that an organization
may pursue in order to assure company performance and success (Goetzel et al., 2004;
Halbesleben, Whitman and Crowford, 2014). Absenteeism is a relevant and strategic problem in
HRM for private and public sectors of many countries. Many papers show that public employees
are more prone of taking sick leaves compared to similar employees working in the private
sectors. This phenomenon has reached in Italy very important proportions: according to data
from the Italian Economic Minister, in year 2009 the Italian public sector employees took a
quote of days off due to sick-leaves 30% more than their private sector counterparts. These
absences produces direct costs, in terms of continued wage payments to absent workers, and
indirect costs due to the adverse effects on the quality of services offered. It is well known that
absenteeism may generate positive and negative consequences on the individual, co-workers,
work-group, the organization, the community and the society (Goodman and Atkin, 1984). The
aim of this work is to look into the responses of easy implementation that the companies can
use to reduce the absenteeism to an admissible level. First of all we examined benchmarks by
taking into account the data on the absenteeism of the Hera Group and we compared them with
the main international and national competitors analysing the geographic differences which are
present within the territorial areas where the Group works. Then the main characteristics of the
absenteeism in the Hera Group are analysed, based on personal, organisational and job
employers’ features. Finally we present the key actions that the company can use to
efficaciously face the absenteeism. These proposals clearly show that the quick win solutions
that operate on especially “soft” aspects, can have good effects. In particular, our analysis shows
that the main interventions may be concentrated in initiatives oriented towards the
communication, proposals focused on the motivation and initiatives for the health protection.
This paper is organized as follows. After this introduction a brief literature review on
absenteeism and a concise presentation of the Hera Group are outlined in section 2 and 3. In
section 4 the absenteeism concept is analysed while in section 5 a benchmark analysis is
presented to compare absenteeism data between Hera Group and its competitors. Section 6 is
devoted to outline a quantitative analysis able to underline specific characteristics of
absenteeism related to personal, organizational and job features. In section 7 actions to mitigate
absenteeism negative consequences and to assure performance are presented. Concluding
remarks close the paper.

INTRODUCTION Absenteeism The word Absenteeism refers to workers' absence from their fixed
work because of several reasons. According to Webster's dictionary -Absenteeism is the practice
or habit of being a non-attendant and an absentee is one who is habitually staying away from
work. According to the Labor Bureau of Shimla Absenteeism is defined as the total number of
people shifts. In other words, it signifies the absence of an employee from work on a regular
basis, when he is programmed to be at work. Any employee may stay away from the work if he
has taken leave to which he is entitled or on the basis of any previous sanction of leave. Thus,
absence may be of two types authorized or unauthorized, willful or in other words caused by
conditions beyond one's control. Meaning Absenteeism means keeping away from the place of
work without prior notice. Many causes of absence are authentic, as an example personal illness
or family problems, however, absence can also usually be derived to alternative factors like poor
work surroundings or employees who don't seem to be committed to their jobs. If such
absences become excessive, they can have a hostile impact on a business's operations and,
ultimately, its profitability. The Labour Department in the Asian nation outlined the absence rate
because the total man-shifts lost as a result of absences as a proportion of the whole variety of
man-shifts regular. So, for calculation of the rate of the absenteeism, we require the number of
persons scheduled to work and the number actually present

ABSTRACT:

Employee absences are both costly and disruptive for business, and the trend has been
increasing steadily over the years. Personal illness and family issues are cited as the primary
reason for unplanned absences. Employers have been attempting to determine the validity of
these illnesses and offer incentives and propose possible solutions to mitigate these absences,
including those caused by family issues. Illness, family responsibilities, personal issues and stress
all take a toll on the worker which in turn affects morale, absences and productivity in the
workplace. Some sources including Statistics Canada cite that absenteeism approximates 15-20
percent of payroll (direct and indirect) costs. This is significant. Canada Newswire stated on May
23, 2008 that absenteeism translates into losses of over $16 billion in salary expenses. The
purpose of this paper is to identify the leading factors of absenteeism, possible “cures” that exist
for these factors, and present results of companies that have implemented programs to combat
the problem of absenteeism. It is important that businesses determine if they in fact have an
absenteeism problem and thus consider utilizing some of the proposed solutions offered in this
paper

INTRODUCTION he Bureau of Labor Statistics estimates that nearly 2.8 million workdays are lost
each year due to employee absences (Truman, 2003). One study estimated that if “illness-
related absenteeism were a line item on a company’s profit and loss statement, the cost would
probably exceed 15% of the profits, and the accounting doesn’t include lost productivity and
missed deadlines, the costs for replacement staff and overtime pay for the replaced workers,
and lowered morale costs" (HR Focus, 2003). Broken down, this amounts to an average annual
cost of $789 per employee in 2002 (Truman, 2003). This trend has only been increasing.
Statistics Canada cites that the average full-time employee lost 10.2 days for personal reasons in
2007 (8.1days for own illness or disability plus 2.1 for personal or family demands) which has
increased steadily from 7.4 days lost by each employee in 1997. [See Table 1]. On an April 2007
survey by Harris Interactive, a leading market research firm, 30% of the 1,077 full-time adult
employees surveyed responded that they might call in sick to enjoy a day off during the summer
vacation season. The 16th annual CCH Unscheduled Absence Survey conducted in 2006 indicates
that nearly 2 out of 3 absent employees were not sick. Only 35% of unscheduled absences were
for personal illness. While most employers utilize disciplinary type actions to solve the
absenteeism problem, others are using incentives to reduce absenteeism. Absenteeism has
been defined as a root cause of losses in productivity and company performance (Neuborne,
2003). Given that the typical worker takes nine days off each year, it is not surprising that
employers are weary of lost revenues (Whittle, 2004). Long-term physical illnesses are more
significant for manual employees, while recurring illnesses are more common among non-
manual employees. Long-term absences have the greatest impact on business, resulting in over
40 percent of total working time lost (Haswell, 2003). While these statistics are staggering, what
may reveal to be more surprising 1 This manuscript was original published in the International
Business & Economics Research Journal 8(5), 81-88. Due to high download rates this manuscript
has been reprinted. T International Business & Economics Research Journal – May/June 2016
Volume 15, Number 3 Copyright by author(s); CC-BY 90 The Clute Institute is that many
American employers have no idea the extent of the problem. Since many employers are
unaware of the significant cost of employee absenteeism, only about half have a system in place
to track absenteeism within their company, while only 16 percent have the tools to reduce it
once they have tracked it (Kaleta, 2003). The need to determine how much these absences cost
companies is more prevalent than ever, with a fairly recent study stating that small businesses
are losing as much as $60,000 per year and the largest employer involved in the study losing
$3.6 million annually (Truman, 2003).
Abstract:

As the age of the 9 to 5 workday comes to close and employment situations become more and
more complex with the rise of ever-growing technology, employers are experiencing ever-
increasing costs of absenteeism. The purpose of this research paper is to answer the general
question of how absenteeism affects a company’s productivity, efficiency, and profitability. We
seek to assist a company in understanding what absenteeism is, how to determine whether or
not an absenteeism problem exists in the company, and how to recognize and eliminate issues
related to absenteeism. Specific causes of absenteeism will be discussed, along with respective
solutions that some companies are using to deal with these issues. We will conclude with a
consideration of how companies can implement specific company-wide policies and
organizational culture to attempt to combat absenteeism in the workplace.

------------------------------------------------------------

INTRODUCTION:

Workplace attendance and absenteeism are of fundamental importance to industrialised

society. Primarily, this appears most directly to affect those in industry as a cost of production,
yet lost productivity also affects the whole economy and society directly and indirectly. It adds
to the cost, or may reduce the quality, of public and private goods and services. At the
workplace, it may place additional burdens on employers and workers especially at critically
important times, or in key processes. The business environment has changed to the extent that
now every area of economic performance is of importance to achieve local and international
competitiveness. Employee attendance at work, productivity and organisational commitment
have become critical components of human resource 7 performance. This is changing, by
necessity, the view that little can be done to influence the costs of absenteeism, and some
organisations are already making inroads in improving work attendance rates. The new
industrial environment means that opportunities may arise, through restructuring and
enterprise bargaining, to alter conditions of employment to better meet the needs of employers
and employees. These can, and have included, the management of workplace absence and sick
leave. Work attendance and absenteeism are linked to many factors, with the major, though not
sole determinant, being disease-related incapacity. Work attendance is generally considered to
reflect the “complex person-work-enterprise-society relationship”1 . These factors show marked
variation between societies, industries, workplaces, work groups and individuals. Not every
factor has a significant influence in every case. In reality, few situations and interpretations are
straightforward. This complexity would appear to make it a difficult problem to understand and
manage and should serve as a caution against generalisation. Yet there are some simple
concepts and basic principles which can assist employers, workers and their organisations in
understanding the causes and applying solutions. Employee attendance should not be viewed in
isolation from the workplace or the work environment. Collateral workplace indicators, such as
employee turnover, workers compensation claims rate and industrial disputation, can assist in
forming a comprehensive picture. Absenteeism, work delays and productivity decline are often
the first signs of something wrong in the workplace, and may precede events such accidents and
injury. These first signs should receive more attention by occupational health and safety
professionals and management.2 Occupational physicians should be knowledgeable about
absenteeism. It is a key health and safety issue reflecting, in part, the effects of work and the
work environment. As physicians, it is expected that we see, assess, and treat injuries and
diseases. As part of this role we assess fitness to work and provide certification. The latter is
done to the benefit of the worker, to allow recovery and to provide time out when unwell; to
the benefit of other workers, industry and the public by maintaining a fit and productive
workforce. Effective skills in this area should allow the early return to productive work,
maintenance of worker and workplace safety. This may involve participation in solutions to
complex individual problems within the workplace. Occupational physicians are expected to
have a broad knowledge of, and input into, improving work conditions, the work environment,
the health of industry and the workforce. It is this extension to the traditional medical practice
and knowledge base that differentiates occupational physicians from other medical
practitioners. It is the intent of this document to take a broad view of the causes and
associations of workplace absenteeism, and to describe various facets of its assessment and
management. It is intended to provide both an overview of models and systems and then
progress to exploring solutions and detailed discussion and is structured in sequence to take the
reader through from concepts to management options. Whenever absenteeism is discussed,
polarised views on causes and management is frequent. The media has elevated absenteeism by
alluding to it as a “national sport”, a great Australian pastime or the “sickie”. There is nothing
uniquely Australian about work absence, with rates broadly comparable to many industrialised
economies.

2. INTRODUCTION Workplace attendance and absenteeism are of fundamental importance to

industrialised society. Primarily, this appears most directly to affect those in industry as a cost of
production, yet lost productivity also affects the whole economy and society directly and
indirectly. It adds to the cost, or may reduce the quality, of public and private goods and
services. At the workplace, it may place additional burdens on employers and workers especially
at critically important times, or in key processes. The business environment has changed to the
extent that now every area of economic performance is of importance to achieve local and
international competitiveness. Employee attendance at work, productivity and organisational
commitment have become critical components of human resource 7 performance. This is
changing, by necessity, the view that little can be done to influence the costs of absenteeism,
and some organisations are already making inroads in improving work attendance rates. The
new industrial environment means that opportunities may arise, through restructuring and
enterprise bargaining, to alter conditions of employment to better meet the needs of employers
and employees. These can, and have included, the management of workplace absence and sick
leave. Work attendance and absenteeism are linked to many factors, with the major, though not
sole determinant, being disease-related incapacity. Work attendance is generally considered to
reflect the “complex person-work-enterprise-society relationship”1 . These factors show marked
variation between societies, industries, workplaces, work groups and individuals. Not every
factor has a significant influence in every case. In reality, few situations and interpretations are
straightforward. This complexity would appear to make it a difficult problem to understand and
manage and should serve as a caution against generalisation. Yet there are some simple
concepts and basic principles which can assist employers, workers and their organisations in
understanding the causes and applying solutions. Employee attendance should not be viewed in
isolation from the workplace or the work environment. Collateral workplace indicators, such as
employee turnover, workers compensation claims rate and industrial disputation, can assist in
forming a comprehensive picture. Absenteeism, work delays and productivity decline are often
the first signs of something wrong in the workplace, and may precede events such accidents and
injury. These first signs should receive more attention by occupational health and safety
professionals and management.2 Occupational physicians should be knowledgeable about
absenteeism. It is a key health and safety issue reflecting, in part, the effects of work and the
work environment. As physicians, it is expected that we see, assess, and treat injuries and
diseases. As part of this role we assess fitness to work and provide certification. The latter is
done to the benefit of the worker, to allow recovery and to provide time out when unwell; to
the benefit of other workers, industry and the public by maintaining a fit and productive
workforce. Effective skills in this area should allow the early return to productive work,
maintenance of worker and workplace safety. This may involve participation in solutions to
complex individual problems within the workplace. Occupational physicians are expected to
have a broad knowledge of, and input into, improving work conditions, the work environment,
the health of industry and the workforce. It is this extension to the traditional medical practice
and knowledge base that differentiates occupational physicians from other medical
practitioners. It is the intent of this document to take a broad view of the causes and
associations of workplace absenteeism, and to describe various facets of its assessment and
management. It is intended to provide both an overview of models and systems and then
progress to exploring solutions and detailed discussion and is structured in sequence to take the
reader through from concepts to management options. Whenever absenteeism is discussed,
polarised views on causes and management is frequent. The media has elevated absenteeism by
alluding to it as a “national sport”, a great Australian pastime or the “sickie”. There is nothing
uniquely Australian about work absence, with rates broadly comparable to many industrialised
economies.

ABSTRACT The purpose of this study was to make an assessment on the impact of workers
absenteeism on perfomance in Busokelo District Council. This concern has been studied within
several working areas and departments of the Busokelo District Council both at the
headquarters and in other places like the ward level as well as villages in the governmental
subdivisions. The objective of these case studies was to find out the genuine effects and possible
recommendations that could be helpful to the local government authorities for their
performance and good services provision. In this study Qualitative (interviews) was utilized to
collect data and then data was analyzed. Workers absenteeism is a costly problem in most of
the government authorities especially in the Local government authorities in Tanzania.
Absenteeism costs huge amount of money for replacements, where by additional costs are
incurred through new employees that are needed to replace the absent workers. The impact of
workers absenteeism has not been given considerable attention by human resources
professionals in Local government authorities in Tanzania. This research is valuable since it helps
to understand the impacts of absenteeism consequently come up with the suggestions on how
to reduce or deal with the problem. The study has found that excessive work load for remaining
staff, delay in daily routine, poor customer’s satisfaction and complaints from the society are
some of the impact of absenteeism. Hence, the management should take necessary steps to
correct deficiencies in various institutions and fulfill the needs of workers which will enhance
their satisfaction and motivation and thereby improve retention of the employees so as to
provide quality care and services to the society.

ABSTRACT Anecdotal information suggests that the increase in employee absenteeism has been
a growing concern to employers. Absenteeism results in financial losses both because of the
resultant reduction in productivity and the costs of sick leave benefits paid as wages for no
work. This project on Employee Absenteeism reveals that one of the major problems is
absenteeism. Absenteeism is the practice or habit of being an absentee and an absentee is one
who habitually stays away from work. Employees Absenteeism is a serious problem for
management because it involves heavy additional expenses. Absenteeism hinders planning,
production, efficiency and functioning of the organization. In fact high rates of absenteeism
affect an organization state of health and also supervisory and managerial effectiveness. Key
Related Terms: Employee absenteeism, Performance, Employers, Employees

INTRODUCTION 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. High 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. Work
forces often excuse absenteeism caused by medical reasons if the worker supplies a doctor's
note or other form of documentation. Sometimes, people choose not to show up for work and
do not call in advance, which businesses may find to be unprofessional and inconsiderate. This is
called a "no call, no show". 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. Medical based understanding of absenteeism find support in
research that links absenteeism with smoking, problem drinking, low back pain, and migraines.
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.[3] The line between psychological and medical causation is blurry, given that there are
positive links between both work stress and depression and absenteeism.[2] Depressive
tendencies may lie behind some of the absence ascribed to poor physical health, as with
adoption of a "culturally approved sick role". This places the adjective "sickness" before the
word "absence", and carries a burden of more proof than is usually offered. Evidence indicates
that absence is generally viewed as "mildly deviant workplace behavior". For example, people
tend to hold negative stereotypes of absentees, under report their own absenteeism, and
believe their own attendance record is better than that of their peers. Negative attributions
about absence then bring about three outcomes: the behavior is open to social control, sensitive
to social context, and is a potential source of workplace conflict. 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.