Absenteeism 2
-
Upload
mudit-kapoor -
Category
Documents
-
view
221 -
download
0
Transcript of Absenteeism 2
-
7/29/2019 Absenteeism 2
1/30
Absenteeism Facts
Paid absences are not universal
39% of U.S. employees do not receive paid sickleave; 1/3 of FT Iowa employees have nopaid sick leave(81% of part-timers).
Financial cost estimates are highly variable
Absenteeism costs are about 9% of payroll
Can necessitate temporary or surplus employees
Can affect customer service
Shareholders/Boards of Directors expect control
-
7/29/2019 Absenteeism 2
2/30
Absenteeism Issues
What is excessive? Multiple metrics:
Number of sick days used
- Dept of Labor: Mean is 8 days
- Iowa data suggests people use half
Changes in absence rates (paid unscheduled
absence hours/paid productive hours)
Range: 1.9% in 2003 to 3.1% in 2008
Tends to be lower in bad economic times, higher in goodtimes; higher in public sector than in private sector
-
7/29/2019 Absenteeism 2
3/30
Absenteeism Issues
What is excessive? Multiple metrics:
Number of sick days used
- Dept of Labor: Mean is 8 days
- Iowa data suggests people use half
Changes in absence rates (paid unscheduled
absence hours/paid productive hours)
Range: 1.9% in 2003 to 3.1% in 2008Tends to be lower in bad economic times, higher in good
times; higher in public sector (4%) than in private
sector (3%)
-
7/29/2019 Absenteeism 2
4/30
Absenteeism Issues
What is excessive? Multiple metrics:
Percent of working hours lost toabsenteeism (> 3% excessive)
# worker days lost per month(Avg # employees) X (# work days)
Need industry/ region comparatives
-
7/29/2019 Absenteeism 2
5/30
ABSENTEEISM COSTS
(lower level employee, 2011)
1. Salary ($13.26/hour) 106.06
2. Benefits 29.91
3. Replacement employee 10.89
(cross-training, temp help, supervision, overtime)
4. Unabsorbed burden (unused capital 72.07
equipment, rent, light, in-efficient
use of materials)
5. Loss profit contribution (value added) 87.03
$305.96
-
7/29/2019 Absenteeism 2
6/30
Focus: Managing Voluntary Absenteeism
Determining what
percent of absence isvoluntary (avoidable)and what is non-voluntary is tricky
Experts believe 40% isvoluntary and 60% isnon-voluntary (e.g.,
personal or familyillness)
40% may be the max
managers can affect
-
7/29/2019 Absenteeism 2
7/30
Summarizing: Separating Voluntary &
Nonvoluntary Absence
May be contingent on empowerment (discretion) of
supervisors
Absence policies remain ambiguous
a. Personal/dependent illness
b. Gray areas: relative illness, business affairs,
lack of transportation, domestic maintenance
c. Truly discretionary: take a day off, wedding,special event
-
7/29/2019 Absenteeism 2
8/30
Summarizing: Separating Voluntary &
Nonvoluntary Absence
Explains popularity of PTO (Paid Time Off) and
no fault absence policies. SHRM: 33% of firms
in 1997, 67% in 2005, 47% of firms in 2010
Generous plan: 10 sick days, 3 personal days, 5
holidays, 10 vacation days for a total of 28 days.
Failure to distinguish between absences and PTO
impedes absence research as voluntary & non-
voluntary absence behaviors are not separated;record-keeping also impeded by use of different
measures and time frames(see next slide)
-
7/29/2019 Absenteeism 2
9/30
Absenteeism Measures
1. FrequencyMeasure: total # of times/period absent ( 4)
2. Severity Measure: total # of days/period ( 7)
(most common)
3. Attitudinal Measure: Frequency of 1 day absences (2)
4. Medical Measure: Frequency of > 3 day absences (1)
5. Worst Day: # people absent on any given
day (e.g., Monday)
February
S M T W TH F S
1 2 3 4 5 6 7
8 9 10 11 12 13 1415 16 17 18 19 20 21
22 23 24 25 26 27 28
March
1 2 3 4 5 6 78 9 10 11 12 13 14
15 16 17 18 19 20 21
22 23 24 25 26 27 28
29 30 31
April
1 2 3 4
5 6 7 8 9 10 11
12 13 14 15 16 17 18
19 20 21 22 23 24 25
26 27 28 29 30
-
7/29/2019 Absenteeism 2
10/30
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 distance1. 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. Attendance
Motivation
8.Employee
Absenteeism
(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
-
7/29/2019 Absenteeism 2
11/30
Review of Absenteeism Model
Box 8: Employee Absenteeism or Attendance
Box 1: Job Situation
Job autonomy Absenteeism
Box 2: Recruitment and Selection
Box 3: Personal Characteristics
Box 4: Job Attitudes
Box 5: Pressures to Attend (next slide)
-
7/29/2019 Absenteeism 2
12/30
Personal Characteristics (Box 3)
Education: No consistent pattern.
Org tenure: Tenure Absenteeism
Age: Younger more short term; older more long term.
Age/sex: Men: Age AbsenteeismWomen: No relationship
Family responsibility: Parental status and elder care
issues (by 2020 1 in 3 will have the latter; boxes 3 & 7)
Family Size: Size Absenteeism
-
7/29/2019 Absenteeism 2
13/30
Personality
(Box 3) Conscientiousness Absenteeism
Extroversion Absenteeism
Anxiety/depression Absenteeism
-
7/29/2019 Absenteeism 2
14/30
Human Resource Practices for Managing
Absenteeism (Box 5)
Review incentive
systems like lotteries
(nurse example) Be willing to modify
practices over time
Determine whether
cost/benefit of
incentives are
consistent with
organizational culture
-
7/29/2019 Absenteeism 2
15/30
Human Resource Practices for Managing
Absenteeism (Box 5 continued)
Work group norms and
culture Profit sharing; employee
ownership
-
7/29/2019 Absenteeism 2
16/30
Family Responsibilities: Examples of Costs
Associated with Eldercare
Absenteeism Workday interruptions Going part-time Eldercare crisis
Supervisor time Taking unpaid leave
Replacing the 9% of workers who quit
Solutions: subsidizing in-home care foremployees dependent, referral services to
caregivers and nursing homes, providingextended leaves of absence.
Be employee need specific: Japanese heartache leave
-
7/29/2019 Absenteeism 2
17/30
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
(next 2 slides)
5. Encourage health
6. Engage in more creative thought
-
7/29/2019 Absenteeism 2
18/30
Effects of Various Human Resource Practices on
Reducing Absenteeism
Method # of Studies Effect
Well Pay (unused sick leave) 4 High
Flextime 10 High
Compressed work schedules 5 Medium
Discipline 12 MediumRecognition 6 Medium
Wellness programs 6 Low
Other financial incentives (bonus) 7 Low
Games 6 Low
Profit sharing/employee ownership 3 Medium
Team/group reward systems ?? ???
PTOs, time-off banks ?? ???
-
7/29/2019 Absenteeism 2
19/30
Effects of Various Human Resource Practices on
Reducing Absenteeism: HR Professionals
Method % of Companies Effectiveness
using in 2007 (1-5 very effective)
Well Pay (Buy back unused sick leave) 53 3.4
Verification of illness 74 3.2
No-fault 59 2.9
Disciplinary action 89 3.4
Personal recognition 57 2.6
Part of yearly performance review 82 2.9
Bonus 51 3.3
Paid-leave banks (PTO) * 60 3.6
Adapted from CCH, www,cch.coom/preess/news/2007
*PTO may not decrease absenteeism, just make it more planned.
-
7/29/2019 Absenteeism 2
20/30
PRACTICAL STRATEGIES FOR
REDUCING ABSENTEEISM1. Increase job satisfaction/autonomy via
a. Job redesign c. Decreased stress
b. Supervision d. Flexible schedules
2. Use motivation strategies more frequently and creatively
a. Operant conditioning
b. Goal setting
3. Use work group dynamics
a. Small groups
b. Promote attendance norm; tie to rewards?
4. Consider time lags of interventions (next slide)
-
7/29/2019 Absenteeism 2
21/30
Strategies for Affecting Absenteeism over Time*(Length of Time to Impact)
Short-term: < 3 months Mid-term: 3 months - 1 year Long-term: > 1 year
Attendance incentives
Injuries/illnesses
Low stress/injustice
Social pressure to attend work
Job satisfaction
Organizational commitment
Job involvement
Meaningful workGroup/culture with strong
attendance norm
Non-union or no paid sick
leave environment
Day shift
Flextime
Gender
Age
Depression
SmokingHeavy drinking
Drug use
Exercise
*Based on Harrison & Martocchio, 1998,Journal of Management24 (3): 305-350.
-
7/29/2019 Absenteeism 2
22/30
Readings
Navarro & Bass
Kuzmits & Adams
Johns
Judge et al.
-
7/29/2019 Absenteeism 2
23/30
Readings
What were your take-aways from Navarro
& Bass?
-
7/29/2019 Absenteeism 2
24/30
Kuzmits & Adams (2009)
What were the key parts of a no-faultabsence system?
Summarize the study setting and
research design
What were the major findings?
How generalizable are these results?
-
7/29/2019 Absenteeism 2
25/30
Johns Article
Employees & managers estimate absenteeism
inaccurately. Why?
Under-reporting tendency noted in 9
hypotheses, suggesting bias extends to grouplevel
What was the sample and attendance policy?
Review Table 1 to understand why there aretwo sets of data and Hyp. 4
-
7/29/2019 Absenteeism 2
26/30
Johns Article
What did the partial replication show?
Implications: People under-report absenteeismextensively. Are they deliberately lying? How
can the under-reporting tendency beaddressed?
Is self-serving bias evident in non-westernsocieties?
Though no actual absence data, yes. Stronger
at group level among Chinese managers
Results: Hyp 1 2 3 6 7 & 8 and Partial Replication
-
7/29/2019 Absenteeism 2
27/30
Mean 9
Days 8.83 School Teachers
Absent 8 8.36
7 7.47 7.31
6.21
6
H1 Utility Employees
5 H6 { 5.91 H3H
7
{ H2
4 3.65
3.22
3 H8 (ns) 3.31
Utility Managers
2
1
Occupa- Group Self Actual
tional Norm Estimates Report Absence
Absence MeasureFigure 1. Mean days absent (estimated or actual) for three samples.
Results: Hyp. 1, 2, 3, 6, 7 & 8 and Partial Replication
-
7/29/2019 Absenteeism 2
28/30
Judge et al. (1997)
Relates Big Five to absenteeism. Move
beyond situational causes of absenteeism to
dispositional one which might be usable at the
time of selection
How is each trait hypothesized to be related to
absence behavior?
What does Hyp. #4, stating that absencehistory will mediatethe relationship between
personality and absence mean?
-
7/29/2019 Absenteeism 2
29/30
Research Model: Judge et al. 1997
Personality
Traits
Absence
Proneness
Absenteeism
T1 MediatorT2T3
-
7/29/2019 Absenteeism 2
30/30
Judge et al. (1997)
What was the sample and response rate?How were personality, absence proneness, and
absence behavior measured?
Were Hypotheses 1-3 supported? Table 2
Was Hypothesis #4 supported? Table 3
In what ways, if any, could you use thisinformation in the selection process?