Absenteeism is defined as the frequent absent from workplace without any valid reason for supporting their reason of absence. It ultimately results in loss in “man-hour”, “productivity”, “finance”, “jobs” and in various sectors including health. Employees absent themselves from work for various reasons like ill health, accident and injuries. It is generally influenced by physical demands for various demands for jobs which mainly focus on the idea like standing and squatting for work and back with lifting of loads (Biron & Bamberger, 2012). It generally focuses psychological parameter like demands of job, extra work load, dissatisfaction from job, support from social and management of attitude and environment of workplace. There are certain number of direct along with indirect method of cost of high level for the absenteeism in the health sector is generally inclusive of various parameter like cost involved for medical bills, overtime payment for staff, reduction in the care which is provided to patient, lowering the value of morale, dissatisfaction in the members of the staff of a hospital (Gunnarsson et al., 2015). It is often seen very difficult for employees for proper verification about the reason behind the absence which makes it difficult for distinguishing between avoidable and unavoidable absence (Gosselin, Lemyre & Corneil, 2013).
Problems faced due to absenteeism in a hospital
This study generally focusses on the idea about the overall rate of absenteeism and various factors associated in all the hospital. Various studies have shown the absence of rates and grade of employees and higher rate of absence (Soane et al., 2013). Doctors and nurses need to have a physical presence so that they can easily monitor and nurse’s patients which mainly low rate employee and absence them. The effect of physical as well as the psychosocial environment of work on the idea of absenteeism has been well documented. Poor or bad relationship with managers or supervisors along with the relation amongst co-workers as well as the unavailability of implements of work focus on the low morale and sense of frustration of among of workers (Merrill et al., 2013). The ultimate result will be lower in the value of production of goods. It is a point to consider that high value of workers with less stress result in stress of job, dissatisfaction in job and dissatisfaction with working environment was mainly due to absence from work. Physical activity is considered to be an important factor for creating absenteeism on those who less rate in comparison to other factors. In various kinds of case studies, it is seen that the rate of absenteeism has a high value in employee who are engaged in various kinds of sporting activities (Frooman, Mendelson & Kevin Murphy, 2012).
The first step includes the choosing of a hospital and then perform a descriptive cross sectional study over the hospital. Then the hospital has to give its consent which includes both the consent of the staffs as well as the management and the consent should be in written as well as verbal form. For the purpose of minimizing the bias, all the objectives of the study should be explained in a proper way for the respondents and assuring of the anonymity to them while administrating the questioner (Zboril-Benson, 2016). The research instrument that is to be used consist of the self- structured questioner which will be containing all the information’s and questions which will be addressing the profiles of the respondents along with self- reported frequency of and the reasons that lies behind the absenteeism. After all this the rates are to be calculated and the computer programs for Epidemiologists are to be used along with using of Microsoft Excel to analyze the data (Deery, Walsh & Zatzick, 2014).
After choosing the hospital the questionnaires are to be distributed among all the staffs of the hospital on the basis of their departments. It will be seen that all the members of the hospital are not participating in this activity. This non participants may intentionally reject this or might be on an annul leaves or any other forms of leave (Jiang et al., 2012).
This report has been prepared after gathering the response from the employees about few of the questions that has been asked to them. The first part of analysing the problems was done successfully by the use of information gathered from the feedback of the employees. A broad scope of the literature has been done by the use of the electronic database (Elshout, Scherp & van der Feltz-Cornelis, 2013).
For the purpose of conducting a survey on Absenteeism the Hospital named Central Hospital, Benin city, Nigeria so as to conduct a descriptive cross sectional study. This hospital is state owned and is secondary hospital facility. This is situated in the city’s central area and it has about 502 employees. The rates of absenteeism were calculated by the use of the Standards that was established by the “United States Bureau of Labour Statistics” and by the “Canadian Ministry of Industry, Labour and Household surveys” (ncbi.nlm.nih.gov, 2017).
The questioner that was prepared was distributed amongst 502 employees in the hospital depending on their department. Out of 502 students the number of employees who gave their consent was four hundred and seventy-four which made the response rate 94.4%. most of the employees who did not gave their response were on a leave or were on an annual leave during the time of collection of data. This also included nine peoples who refused to take part in the survey.
Table 1: The disposition of staffs and the crude absenteeism rate.
The table given above shows the deposition of staffs along with the crude absence rate of the employees who had given their response. Out of 474 respondents only 251 respondents had only one absence in that year. The rate of absence was highest amongst the domestic employees which was around 70.8% whereas the absence rate was lowest amongst the doctors and this was around 46.0%. The number of employees who reported one absence spell in a year was 137 out of 251 respondents and 63 employees reported two spells and 30 of the employees had three spell whereas 21 of them had four smells which ultimately resulted in 437 spells amongst the employees (ncbi.nlm.nih.gov, 2017).
Table 2: Calculation of the absence measure among the respondents
Table 2 helps in understanding the various absence measures that present amongst the respondents. This also shows the average number of spells per absentee per year which was around 1.7 spells having an average spell duration of about 4.1 days and with an incapacity rate of around 7.2 days. The overall absenteeism rate that was collected was around 1.7% (ncbi.nlm.nih.gov, 2017).
Table 3: Reasons for absence
Table 3 shows us the reasons that lies behind the absenteeism. The chart shows us that 54.6% of absenteeism is due to sickness along with 18.7% for family problems, 12.7% for attendance at the examinations, 5.2% for social events like marriages and burials, 4.4% for adverse weather conditions, 3.2% for travelling and 1.2% for transport problems. The figure also shows that around 67.5% of the absence due to illness accounted due to malaria fever and the surgical interventions included around 1.7% (ncbi.nlm.nih.gov, 2017).
Fig 1: Created by Author
The various effects of absenteeism on absence management are listed below:
Absence management can be done in a better way by creation a better physical environment for work, reducing the stress that exists amongst the employees by the process of improving the work of the managers or the supervisors and maintaining of a worker-to-worker relationship. Adequate training needs to be provided to the managers and the supervisors for the purpose of handling the staffs generally by providing better attention to the employee’s welfare. Another way is the providing of incentives to the employees for reducing the absenteeism and to motivate the employees about avoiding the unnecessary absenteeism. These incentives should also be provided to the employees who are working overtime and to those who adopts themselves to the appropriate method along with adopting those methods. There is also a need for placing a work attendance policy so as to help out the managers and the supervisor’s in monitoring of the absenteeism along with intervening in the early stage when the employees are frequently absent from their work and to bring them back to workplace as soon as possible. The employees should also be encouraged about taking active part in various activities like employee fitness program as it has been often seen that this activity helps a lot in reducing the absenteeism. There is also a need for providing the employees as well as the employers with an education about all the facets of absenteeism along with making them understand the disadvantages that absenteeism is having which might include an education about how to take certain preventive measures against malaria infection.
Conclusion:
This research will help in determining the overall absenteeism rate and all those reasons that are responsible for absenteeism along with all the factors that are effecting the rate of absence. In spite of the absenteeism the absenteeism is considered to be much less than the level which was considered to be excessive. Various case studies show that at least once in a year the employees are absent from their work. If the measures are taken in a proper way, then the organizations can go far by reducing the absenteeism along with improving the environment of the workplace.
References:
Berry, C. M., Lelchook, A. M., & Clark, M. A. (2012). A meta?analysis of the interrelationships between employee lateness, absenteeism, and turnover: Implications for models of withdrawal behavior. Journal of Organizational Behavior, 33(5), 678-699.
Biron, M., & Bamberger, P. (2012). Aversive workplace conditions and absenteeism: taking referent group norms and supervisor support into account. Journal of Applied Psychology, 97(4), 901.
Deery, S., Walsh, J., & Zatzick, C. D. (2014). A moderated mediation analysis of job demands, presenteeism, and absenteeism. Journal of occupational and organizational psychology, 87(2), 352-369.
Elshout, R., Scherp, E., & van der Feltz-Cornelis, C. M. (2013). Understanding the link between leadership style, employee satisfaction, and absenteeism: a mixed methods design study in a mental health care institution. Neuropsychiatric disease and treatment, 9, 823.
Frooman, J., Mendelson, M. B., & Kevin Murphy, J. (2012). Transformational and passive avoidant leadership as determinants of absenteeism. Leadership & Organization Development Journal, 33(5), 447-463.
Gosselin, E., Lemyre, L., & Corneil, W. (2013). Presenteeism and absenteeism: Differentiated understanding of related phenomena. Journal of occupational health psychology, 18(1), 75.
Gunnarsson, C., Chen, J., Rizzo, J. A., Ladapo, J. A., Naim, A., & Lofland, J. H. (2015). The employee absenteeism costs of rheumatoid arthritis: evidence from US national survey data. Journal of occupational and environmental medicine, 57(6), 635-642.
Hassan, S., Wright, B. E., & Yukl, G. (2014). Does ethical leadership matter in government? Effects on organizational commitment, absenteeism, and willingness to report ethical problems. Public Administration Review, 74(3), 333-343.
Jiang, K., Lepak, D. P., Han, K., Hong, Y., Kim, A., & Winkler, A. L. (2012). Clarifying the construct of human resource systems: Relating human resource management to employee performance. Human Resource Management Review, 22(2), 73-85.
Merrill, R. M., Aldana, S. G., Pope, J. E., Anderson, D. R., Coberley, C. R., Grossmeier, J. J., & Whitmer, R. W. (2013). Self-rated job performance and absenteeism according to employee engagement, health behaviors, and physical health. Journal of occupational and environmental medicine, 55(1), 10-18.
ncbi.nlm.nih.gov. (2017). Retrieved 20 December 2017, from https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2423336/
Russo, S. D., Miraglia, M., Borgogni, L., & Johns, G. (2013). How time and perceptions of social context shape employee absenteeism trajectories. Journal of Vocational Behavior, 83(2), 209-217.
Soane, E., Shantz, A., Alfes, K., Truss, C., Rees, C., & Gatenby, M. (2013). The association of meaningfulness, well?being, and engagement with absenteeism: a moderated mediation model. Human Resource Management, 52(3), 441-456.
Zboril-Benson, L. R. (2016). Why nurses are calling in sick: the impact of health-care restructuring. Canadian Journal of Nursing Research Archive, 33(4).
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