The Dilemma Of Absenteeism For Organisations Management
This report undergoes with the dilemma of absenteeism for organisations, which has become a costly behaviour. There are some causes and symptoms that also have been discussed in this report, like, low involvement and participation of employees and less amount of job enrichment. There are certain ways to measure absenteeism this has also been discussed with the help of some case studies. Prominently, the method used to calculate absenteeism is Bradford point method.
Absenteeism, to some extend has been managed by organisations, a few examples has also been taken into account to comprehend a detail scenario of how absenteeism has been tackled in different organisations like British Airways, Halifax Bank, Eurotunnel Services, etc.
It has been examined that apart from all this management of absenteeism, organisations have been failed to counter and combat it completely, because organisations do not work on tackling the main problem behind the absenteeism.
Thus, some recommendations have also been given to counter it, like modifying of the environment, training programs and new absent policy.INTRODUCTION
Organisational behaviour delivers the ``human side'' of organisations, which is a challenging one in the real world. Therefore according to, Financial Times Mastering Management series (1997:216) that:"Organisational behaviour is one of the most complex, but perhaps least understood academic elements of the modern general management, but since it concerns the behaviour of people within organisations it is also one of the most central . . . its concern with individual and group patterns of behaviour makes it an essential element in dealing with the complex behavioural issues thrown up in the modern business world. "
And absenteeism is indeed one of the problematic issues of organisational behaviour which many organisations find difficult to cope with. Whereas, there are numerous topics of concern in the organisational behaviour but this report undergoes mainly with the absenteeism; how it is measured, its causes and managed in different organisations with reference to case studies and along with that critical analysis of different organisational behavioural theories related to everyday practice.ABSENTEEISM:
There has been an enormous amount of studies done on absenteeism as it is seem to be a costly behaviour for many organisations, but it is unfortunately still an unresolved problem. According to statistics available currently that the average absence level for the sickness has become 3.5 percent with a cost of GBP 598 in 2006 which is indeed a 0.3 percent less as compare to what was in 2005 that is GBP 601 (CIPD, 2006:3). According to ACAS (Advisory Conciliation and Arbitration Service) that there are two types of costs incurred which becomes an ultimate loss for the organisation; one is the direct cost and the other is the indirect. The direct cost includes the capital, productivity, the loss of days and late stipulation of service, whereas, indirect cost includes the moral effect on rest of the employees who are on work as extra burden comes over in order to do the work. As commented by Gale (2003:75) that:
"Costs (of absenteeism) won't go down until employers make greater efforts to manage their impact".MEASUREMENT OF ABSENTEEISM:
There are number of ways through which absenteeism can be measured, like, IDS (Income Data Services, 2005) identifies a measurement system called The Bradford Points System, that is, S X S X D= Bradford Points, in which 'S' indicates the number of occasions of absences and 'D' indicates the number of days lost. For example, a member of staff who is absent from work on 16 occasions, with 26 days lost, would have the formula 16 X 16 X 26 = 6656 Bradford points. In the same way, ACAS (2006) and CIPD (2006) also suggests other tools to measure absenteeism, like:
Percentage days lost is calculated by:
Work days lost
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