OB Outcomes: Attitudes and Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances. Influenced by Managers Using - PowerPoint PPT Presentation
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Absenteeism “Facts”Paid absences are not universal
● 22% of FT and 74% of PT U.S. employees do not receive paid sick leave (2015). ~50% of small businesses
● Iowa: 33% of FT and 81% of PT employees have no paid sick leave
However, new state & city laws suggest change ● Firms > 50, CT, DC and CA require 5-6 paid sick
days. ● Cities mandating: San Francisco, Seattle, Portland, New York City
Absenteeism “Facts”Financial cost estimates are highly variable as“paid leave costs” can entail vacation ● Absenteeism costs range from 1-15% of payroll.
Health care higher due to higher absences.
Can necessitate temporary or surplus employees, affect customer service
Shareholders/Boards of Directors expect control
Absenteeism IssuesWhat 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 (Hours absent as a
percent of hours usually worked) Range: 1.9% in 2003 to 3.1% in 2008; 2.9% 2014
Tends to be lower in bad economic times, higher in good times; higher in public sector (4%) than in private sector (3%). > 3% usually viewed as excessive
• 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
Human Resource Practices for Managing Absenteeism (Box 5 continued)
• Work group norms and culture
• Profit sharing; employee ownership
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 for employee’s dependent, referral services to caregivers and nursing homes, providing extended leaves of absence.
Be “employee need specific”: Japanese heartache leave
RECOMMENDATIONS FOR INCREASEDUNDERSTANDING 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
5. Encourage health
6. Engage in more creative thought
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 Medium
Recognition 6 Medium
Health wellness programs 6 Low
Other financial incentives (bonus) 7 Low
Games 6 Low
Profit sharing/employee ownership 1 ??? (+)
Team/group reward systems ?? ???
PTOs, time-off banks ?? ???
Effects of Various Human Resource Practices on Reducing Absenteeism: HR Professionals
Method % of Companies Effectiveness Rating using
(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
*PTO may not decrease absenteeism, just make it more planned.
PRACTICAL STRATEGIES FORREDUCING ABSENTEEISM
1. 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?