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Related Experiment Videos

Absenteeism: causes and cures.

E D Frank1

  • 1Mayo Clinic, Rochester, MN, USA.

Radiology Management
|May 29, 1999
PubMed
Summary
This summary is machine-generated.

Managing employee absenteeism requires a critical review of policies and corporate culture. Addressing controllable absences and setting clear expectations can reduce excessive rates and improve organizational efficiency.

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Area of Science:

  • Organizational Behavior
  • Human Resources Management

Background:

  • Absenteeism, categorized as controllable or uncontrollable, disrupts organizations, reduces patient care quality, and increases costs.
  • The Bureau of Labor Statistics provides a standard absenteeism rate calculation (days absent x 100 / days worked), with 4% or higher considered excessive.

Purpose of the Study:

  • To analyze the impact of absenteeism on organizations.
  • To evaluate the effectiveness of current absence policies and corporate culture.
  • To provide recommendations for managing and reducing absenteeism.

Main Methods:

  • Review of absenteeism categorization (controllable vs. uncontrollable).
  • Analysis of the Bureau of Labor Statistics absenteeism rate standard.
  • Examination of corporate culture's influence on absenteeism, including case examples.

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  • Discussion of policy review and potential legal considerations.

    • Main Results:

    • Absenteeism negatively impacts patient care and operational costs.
    • Existing absence policies may not be effectively utilized.
    • Corporate culture significantly influences absenteeism rates; a company eliminating sick time payouts saw a 60% increase in sick time usage.
    • Paid-leave banks offer flexibility but require careful management.

    Conclusions:

    • Organizations must critically assess and potentially revise absence policies.
    • Corporate culture plays a crucial role in setting norms and expectations regarding attendance.
    • Clear expectations and strategic policy management are key to reducing absenteeism.