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Absenteeism
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Absenteeism
Absenteeism is a habitual pattern of absence from a duty or obligation without good reason. Generally, absenteeism refers to unplanned absences. 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 is 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 low employee morale, but can also be caused by workplace hazards or sick building syndrome. Measurements such as the Bradford factor, a measurement tool to analyze absenteeism which believes short and unplanned absences affect the work group more than long term absences, do not distinguish between absence for genuine illness reasons and absence for non-illness related reasons. In 2016, the UK CIPD found that the average employee had 7.5 absent days per year, which had a median annual cost of £595 per employee. Measurement methods are not exact and all encompassing, resulting in skewed results depending on variables being observed. As a result of the cost of absenteeism, employees can feel obliged to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers.
Work forces often excuse absenteeism caused by medical reasons if the employee provides supporting documentation from their medical practitioner. In Poland, if employees themselves, or anyone under their care including children and elders, falls ill, sick leave can be applied.
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, in particular, the satisfaction with the work itself. Factors attributed to absence from work can include stress, family related concerns, work culture, the employees' ability to do the job, and supervisor–subordinate relationship.
Medical-based understanding of absenteeism finds support in research that links absenteeism for medical reasons with mental and behavioral disorders, diseases of the digestive system, neoplasms, and diseases of the genitourinary system. This excludes pregnancy, childbirth, and puerperium. The cost of this, in euros, is 7.43 billion per year for men and 9.66 billion for women (6.7 billion euro after taking out pregnancy, childbirth, and puerperium.) Research shows that over one trillion dollars are lost annually due to productivity shortages as a result of medical-related absenteeism. The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression, and absenteeism. 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.
One tactic companies use to combat unplanned absences is the notion of paying back unused sick time. Moreover, high levels of work social capital can reduce absenteeism. While a distinction can be made between types of work social capital (bounding, bridging, direct-leader-linking, and top-level-linking), relationships with the immediate leader and the top management (direct-leader-linking and top-level-linking WSC) are most important to reduce employees’ absenteeism.
Pandemic absenteeism
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Absenteeism
Absenteeism is a habitual pattern of absence from a duty or obligation without good reason. Generally, absenteeism refers to unplanned absences. 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 is 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 low employee morale, but can also be caused by workplace hazards or sick building syndrome. Measurements such as the Bradford factor, a measurement tool to analyze absenteeism which believes short and unplanned absences affect the work group more than long term absences, do not distinguish between absence for genuine illness reasons and absence for non-illness related reasons. In 2016, the UK CIPD found that the average employee had 7.5 absent days per year, which had a median annual cost of £595 per employee. Measurement methods are not exact and all encompassing, resulting in skewed results depending on variables being observed. As a result of the cost of absenteeism, employees can feel obliged to work while ill, and transmit communicable diseases to their co-workers. This leads to even greater absenteeism and reduced productivity among other workers.
Work forces often excuse absenteeism caused by medical reasons if the employee provides supporting documentation from their medical practitioner. In Poland, if employees themselves, or anyone under their care including children and elders, falls ill, sick leave can be applied.
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, in particular, the satisfaction with the work itself. Factors attributed to absence from work can include stress, family related concerns, work culture, the employees' ability to do the job, and supervisor–subordinate relationship.
Medical-based understanding of absenteeism finds support in research that links absenteeism for medical reasons with mental and behavioral disorders, diseases of the digestive system, neoplasms, and diseases of the genitourinary system. This excludes pregnancy, childbirth, and puerperium. The cost of this, in euros, is 7.43 billion per year for men and 9.66 billion for women (6.7 billion euro after taking out pregnancy, childbirth, and puerperium.) Research shows that over one trillion dollars are lost annually due to productivity shortages as a result of medical-related absenteeism. The line between psychological and medical causation is blurry, given that there are positive links between both work stress and depression, and absenteeism. 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.
One tactic companies use to combat unplanned absences is the notion of paying back unused sick time. Moreover, high levels of work social capital can reduce absenteeism. While a distinction can be made between types of work social capital (bounding, bridging, direct-leader-linking, and top-level-linking), relationships with the immediate leader and the top management (direct-leader-linking and top-level-linking WSC) are most important to reduce employees’ absenteeism.
Pandemic absenteeism