INTRODUCTION

ABSENTEEISM

Absenteeism is said to be there when an employee fails to come to work when he is

scheduled to work. Absenteeism means absence of workers from the regular work without prior
permission, notice or sanction. It is unauthorized leave and is different from regular holiday. In
brief, absenteeism means absence which is willful but avoidable.

ABSENTEEISM

Absenteeism may be exhibited in a number of ways. The most obvious example of

absenteeism is that of unauthorized absenteeism. This is in fact the easiest from to identify, and
would be where the employee does not come to work at all. In this situation, the employee has
not presented himself for duty, and has done so without permission, i.e. an unauthorized absence.

Another form of absenteeism would be there the employee manager to get to work, but
then cannot be found after he has clocked in. he is there, but where is he? This type of
absenteeism is noticed during the course of the day, when employees leave their work station for
one or another reason, again without permission.

Poor keeping or lock of punctuality is also a form of absenteeism. Here the employee
comes to work, but late from lunch or tea breaks or starts them before he/she should. There are
unfortunately probably almost as many types of absenteeism as there are absent employees.

According to Nel (2001:549) the three main different categories of absence are, namely:
sick absence, authorized absence and unexpected absence.

These three are discussed below:

Sick absence

This occurs when a person is absence due to a reported illness, whether the illness is
genuine or not. A companys policy will usually state at what stage a medical certificate is
required, e.g. after two days off.
Authorized absence

This occurs when employee is absent for any reason other than illness, and it is accepted
by management. Employees should be encouraged to seek permission beforehand if the situation
allows for it. Most security companies will accept such absences if the security officer calls in
before the absence so that they can timorously arrange for a reliever/replacement officer.

Unexcused absence

This is when an employee is absent without permission and does not even inform the
employer of such unauthorized absence. This is considered an unacceptable and should not be
tolerated by company management. Disciplinary are usually used to handle this problem.

DEFINITION

Labor Bureau Simla, defined the term absenteeism as the failure of a worker to report
for work when he is scheduled to work
Despite the significance of their presence, employees sometimes fail to report at the work
place during the scheduled time, which is known as absenteeism.
Absenteeism is a practice or a habit of being a absence and an absenteeism is one who
habitually stays away ---Websters dictionary
According to levy and associates (2004:15) the term absenteeism describes the incidence
of frequent absence from work over and above normal leave provisions.

TYPES OF ABSENTEEISM

Absenteeism are classified in five types

Authorized Absenteeism

If employees absent him from work by taking permission form his superior and
applying for leave.

Unauthorized Absenteeism

If an employee absent himself from work without informing or taking permission and without
applying for leave.
 Willful Absenteeism

If an employee absent himself from duty willfully.

Innocent Absenteeism

Innocent absenteeism refers to those cases where employees are reasons beyond their
control, such as sickness, injury and death of a close relative. Innocent absenteeism is not
culpable or deliberate, which should therefore not lead to blame or be construed as an offense or
transgression of company conditions of work. In a lobour relations context, and of course
through simple analysis, innocent absenteeism cannot be remedied or treated effectively by any
form of disciplinary measure. This mean that before the manager can take any disciplinary
measures a through investigation should first be conducted to find out whether the absence was
beyond the security officers control.

Culpable Absenteeism

Culpable absenteeism refers to employees who are absent without authorized for a
reason or reasons which their control. For instance, an employee who is on sick leave even
though he/she is not sick, and it can be proven that the employee was not sick, is guilty of
culpable absenteeism. To be culpable is to be blameworthy. In a labour relations context this
means that progressive discipline can be applied.

For the large majority of employees, absenteeism is legitimate, innocent absenteeism which
occurs infrequently. Procedures for disciplinary action apply only to culpable absenteeism. Many
organizations take the view that through the process of individual absentee counseling and
treatment, the majority of employees will overcome their problems and return to an acceptable
level of regular attendance

IDENTIFYING EXCESSIVE ABSENTEEISM

Attendance records should be reviewed regularly to be sure that an employees sick-

leave days are excessive compared to other employees. If supervisor suspects that an employee is
excessively absent, this can be confirmed through reviewing the attendance records.
 If all indications show that an employee is excessively absent, the next step is to gather
as much information as possible in order to get a clearer picture of the situation. The employees
files should be reviewed and the employees immediate supervisor should document all available
information on the particular employees history.

Individual Communication

After all available information has been gathered, the administrator or supervisor
should individually meet with each employee whom has been identified as having higher than
average or questionable or pattern absences. This m\first meeting should be used to bring
concerns regarding attendance to the employees attention. It is also an opportunity to discuss
with the employee. In some depth, the causes of his or her attendance problem and possible steps
he or she can take to remedy or control the absences. Listen carefully to the employees
responses.

The tone of the meeting should not be adversarial, but a major purpose of the interview
is to let the employee know that management treats attendance as a very important component of
overall work performance. Keep your comments non-threatening and work-oriented. Sick to the
fact(i.e patters, profiles, rates etc.). The employee should be given a copy of there attendance
report with absences highlighted for discussion.

This interview will give you the opportunity to explore in depth with the employee the
reasons for his or her absence. Gather facts- do not make any assumptions. Provide support and
counseling and offer guidance as the occasion demands to assist the employee to deal with the
specific cause of the absence.

Often, after the initial meeting employees reduce their absenteeism. The meeting shows that you
are concerned and that absenteeism is taken seriously. The employees attendance should be
closely monitored until it has been reduced to acceptable levels. Appropriate counseling should
take place as it thought necessary. If a marked improvement has been shown, commend the
employee. The meeting should be documented and copy placed in the employees file.

Proof Of Illness
 Sometimes it is helpful in counseling employees with excessive innocent or culpable
absenteeism to inquire or verify the nature and reasons of their absence.

The extent to which an employer may inquire into the nature of and reasons for an
employees absence from the workplace is a delicate issue. The concepts of an employees
privacy and an employers need for information affecting the workplace aften come into conflict.
Seldom is the conflict more difficult to resolve than where personal medical information is
involved.

Unions will often strongly object to any efforts by management to inquire more deeply
into the nature of an employees illness. You will need to consider the restraints of any language
in collective agreements in relation to this issue.

Generally speaking however, the following rules of thumb can be derived from the
existing jurisprudence.

1. There is prevailing right to privacy on the part of an employee unless the employer can
demonstrate that its legitimate business interests necessitate some intrusion into the
employees personal affairs.
2. When such intrusion is justified it should be strictly limited to the degree of intrusion
necessitated by the employers interests.
3. An employee has a duty to notify his employer of an intended absence, the cause of the
absence and its expected duration. This information is required by the employer to meet
its legitimate concerns to have at its disposal facts which will enable it to schedule work
and organize its operation.
4. An absent employee has an obligation to provide his employer with information
regarding any change to his condition or circumstances relating to it which may affect the
employers needs as described in item #3 above. As such, the interests of the employer in
having this information outweigh the individual employees right to privacy.
5. An employer rule requiring proof for every absence is unreasonable if an absenteeism
problem does not exist.
6. A mere assertion by the person claiming to be sick is not satisfactory proof.
7. The obligation to prove sickness. Where the employer requires proof, rests with the
employee.
8. An employer is entitled upon reasonable and probable grounds to refuse to accept a
physicians certificate until it contains sufficient information to satisfy the employers
 reservations.(i.e seen by physician, some indication of return to work, etc.). non-
production of a required medical certificate could result in loss of pay until the certificate
is produced.
9. Where a medical certificate is rejected by an employer (as in #8 above) the employer
must state the grounds for rejection and must point out to the employee want it requires to
satisfy the onus of proof.
10. An employer may require an employee to prove fitness for work where it has reasonable
grounds to do so. I n a health care setting the nature of the employers business gives it a
reasonably irresistible interest in this personal information for the purpose of assessing
fitness.
11. Where any unusual circumstances raise reasonable suspicion that an employee might
have committed an abuse of an income protection program an employer may require an
employee to explain such circumstances. For example, an employer may require
responses as to whether the illness confined an employee to his/her bed or home; whether
an employee engaged in any outside activity and the reasons for the activity

In summary then, any intrusion into the employees privacy must be shown to be
reasonable, based on the individual circumstances and in relation to the operation of the
employers business. If income protection abuse is suspected the extent to which such
intrusion is reasonable would be far greater than in the case where it is not. If you are
not clear or whether an inquiry is legally justified it is advisable to consult your superior.

After the initial interview

If after the initial interview. Enough time and counseling efforts, as appropriate, have passed and
the employees absenteeism has not improved, it may be necessary to take further action. Further
action must be handled with extreme caution a mistake in approach, timing or severity can be
crippling from both an administration and labor relations point of view.

Determining whether counseling or disciplinary action is appropriate, depends on

whether the employees absences are innocent or culpable. If the employees absenteeism is
made up of both innocent and culpable absences, then each type must be dealt with as a separate
issue. In a labor relations context innocent absenteeism and culpable absenteeism are mutually
exclusive. One in no way affects the other.
COUNSELLING INNOCENT ABSENTEEISM

Innocent absenteeism is not blameworthy and therefore disciplinary action is not

justified. It is obviously unfair to punish someone for conduct which is beyond his/her control.
Absenteeism, no matter what the cause, imposes losses on the employer who is also not at fault.
The damage suffered by the employers right to expect the employee to attend regularly and
fulfill the employment contract will outweigh the employees right to be sick. At such a point the
termination of the employee may be justified, as will be discussed.

The procedure an employer may take for innocent absenteeism is as follows:

1. Initial counseling
2. Written counseling
3. Reduction of hours and/or reclassification
4. Discharge

1. Initial counseling
Presuming you have communicated attendance expectations generally and have
already identified an employee as a problem, you will have met with him or her as part of
your attendance program and you should now continue to monitor the effect of these
efforts on his or her attendance.
If the absences are intermittent, meet with the employee each time he/she returns
to work. If absence is prolonged, keep in touch with the employee regularly and stay
updated on the status of his/her condition.(indicate your willingness to assist.)
You may require the employee to provide you with regular medical assessments.
This will enable you to judge whether or not there is may likelihood of the employee
providing regular attendance in future. Regular medical assessments will also give you an
idea of what steps the employee is taking to seek medical or other assistance. Formula
meetings in which verbal warnings are given should be given as appropriate and
documented. If no improvement occurs written warning may be necessary.
2. Written Counseling
If the absences persist, you should meet with the employee formally and provide
him/her with a letter of concern. If the absenteeism still continues to persist then the
 employee should be given a second letter of concern during another formal meeting. This
letter would be stronger worded in that it would warm the employee that unless
attendance improves, termination may be necessary.
3. Reduction(s) of hours and or job reclassification
In between the first and second letters the employee may be given the option to
reduce his/her hours to better fit his/her personal circumstances. This potion must be
voluntarily accept by the employee and cannot be offered as an ultimatum, as a reduction
in hours is a reduction in pay and therefore can be looked upon as discipline.
If the nature of the illness or injury is such that the employees is unable to fulfill
the requirements of his/her job, but could for example benefit from modified work,
counsel the employee to bid on jobs of such type if they become available. (N.B. It is
inadvisable to build a job around an employees incapacitates particularly in a
unionized environment. The onus should be on the employee to apply for an existing
position within his/her capabilities).
4. Discharge
Only when all the previously noted needs and conditions have been met and
everything has been done to accommodate the employee can employee can termination
be considered. An Arbitrator would consider the following in ruling on an innocent
absenteeism dismissal case.
Has the employee done everything possible to regain their health and return to
work?
Has the employer provided every assistance possible? (I.e. counseling, support,
time off)
Has the employer informed the employee of the unworkable situation resulting
from their sickness?
Has the employer attempted to accommodate the employee by offering a more
suitable position (if available) or a reduction of hours?
Has enough time elapsed to allow for every possible chance of recovery?
Has the employer treated the employee prejudicially in any way?

CORRECTIVE ACTION FOR CULPABLE ABENTEEISM

 As already indicated, culpable absenteeism consist of absences where it can be
demonstrated that the employee is not actually ill and is able to improve his/her attendance.

Presuming you have communicated attendance expectations generally, have identified

the employee as a problem, have met with him/her as part of your attendance program, made
your concerns on his specific absenteeism known and have offered counseling as appropriate,
with no improvement despite your positive efforts, disciplinary procedures may be appropriate.

The procedures for corrective/progressive discipline for culpable absenteeism are

generally the same as for other progressive discipline problems. The discipline should not be
prejudicial in any way. The general procedure is as follows:

1.Initial Warning(s)

2.Written Warning(s)

3.Suspension(s)

4.Discharge

1. Initial Warning

Formally meet with the employee and explain that income protection is to be used
only when an employee is legitimately ill. Advise the employee that his/her attendance record
must improve and be maintained at an improved level or further disciplinary action will result.
Offer any counseling or guidance as is appropriate. Give further verbal warnings as required.
Review the employees income protection records at regular intervals. Where a marked
improvement has been shown, commend the employee. Where there is no improvement a written
warning should be issued.

2. Written Warning

Interview the employee again. Show him/her the statistics and point out that there has
been no noticeable (or sufficient) improvement. Listen to the employee to see it there is a valid
reason and offer any assistance you can. If no satisfactory explanation is given, advise the
employee that he/she will be given a written warning. Be specific in your discussion with
him/her and in the counseling memorandum as to the type of action to be taken and when it will
be taken if the record does not improve. As soon as possible after this meeting provide the
employee personally with the writer warning and place a copy of his/her file the written warning
should identify any noticeable pattern.

If the amount and/or pattern continue, the next step in progressive discipline may be a
second, stronger written warning. Your decision to provide a second written warning as an
alternative to proceeding to a higher level of discipline (i.e. .suspension) will depend on a
number of factors. Such factors are, the severity of the problem, the credibility of the employees
explanations, the employees general work performance and length of service.

3. Suspention

(Only after consultation with the appropriate superiors) if the problem of culpable
absenteeism persists, following the next interview period and immediately following absence,
the employee should be interviewed and advise he/she is to be suspended. The length of the
suspension will depend again one severity of the problem, the credibility of the employees
explanation, the employees general work performance and length of service. Subsequent
suspensions are optional depending on the above condition.

4.Dismissal

(Only after consultation with the appropriate superiors) dismissals should only be
consider when all of the above conditions and procedures have been met. The employee, upon
displaying no satisfactory improvement, would be dismissed on the grounds of his/her un
willingness to correct his/her absence record.

THE ROLE OF THE SUPERVISOR IN MANAGING ABSENTEEISM

According to the recent CCH unscheduled Absence Survey, employers are losing
ground when it comes to keeping workers on the job. Unscheduled absenteeism rates have risen
to their highest level since 1999. What continues to be of most concern is that almost two out of
three employees who dont show up for work arent physically ill.
 For most companies, the responsibility for managing absenteeism has fallen primarily
on immediate supervisors. These supervisors are often the only people who are aware that a
certain employee is absent. They are in the best position to understand the circumstances
surrounding an individuals absence and to notice a problem at an early stage. Therefore their
active involvement in a companys absence procedures is pivotal to the overall effectiveness and
future success of an absence policy or program.

Sadly, however, most supervisors have not received any guidance or training in
managing absenteeism. They have been left on their own to carry out the often unpopular task of
identifying, confronting and resolving absence abuse.

To ensure that supervisors are comfortable and competent in their role of managing
absenteeism, they need to have a full support of senior management. All parties must be aware of
the aim of absence policies and procedures. Should there be discrepancies between departments;
a policy can lose its effectiveness.

To provide more consistency, supervisors should be trained in their responsibilities

about managing absenteeism, advised how to conduct effective return-to-work interviews, and
educated in the use of disciplinary procedures when necessary.

The Responsibilities of the Supervisor

In addition to ensuring that work is appropriately covered during the employees

absence, there are a number of other critical actions that supervisors need to take to manage
absenteeism. They should.

Ensure that all employees are fully aware of the organizations policies and
procedures for dealing with absence,
Be the first point of contact when an employee phones in sick,
Maintain appropriately detailed, accurate, and up-to-date absence records for
their staff, (e.g., date, nature of illness/reason for absence, expected return to
work date, doctors certification if necessary).
Identify any patterns or trends of absence which cause concern,
Conduct return-to-work interviews, and
Implement disciplinary procedures where necessary.
CHALLENGES IN MANAGING ABSENTEEISM

Be aware that supervisors are often uncomfortable or willing to report on those who
have exceeded acceptable levels of absenteeism. Because of the many pressure already on
supervisors, the consistent implementation of absenteeism policies is not always their top
priority.

It is important to try to take the subjectivity out of managing absenteeism and to

ensure that all employees are treated the same. It is essential to be consistent, persistent, and fair
to all. When absence is not addressed or addressed in an inconsistent manner, lower morale can
result. Employees can feel they have been treated unfairly when they perceive other absent
employees are getting away with it.

The majority of employees will appreciate policies and programs that are facilitative,
rather than punitive. Stringent or punitive measures that force employees to come to work can
result in employees that then become, absent while at work.

They do as little as possible and resist any effort to get them to do more. Other
programs should be implemented that help employees be present at work, such as flexible work
scheduling, job sharing, attendance awards and wellness programs.

THE IMPACT OF ABSENTEEISM

Financial cost

There might also be the additional costs associated with the payment of overtime to
those tasked to undertake the absent workers work and payment(cost) for re-training or
induction of the replacement workers in that particular post. In addition, there would be the cost
of semi-insured income protection plans which a company will also have to bear plus the wage
costs of any replacement employees.

Administrative costs
 Loss of productive time spend by the managers to secure replacement employees and
reassigning the remaining employees. Additional management is required to maintain
administrative systems.

THE CAUSES OF ABSENTEEISM

Maladjustment with factory conditions

As a worker want to live in the city, urban life becomes distasteful to him because of
unsanitary conditions prevailing there. He is under constant strain, which causes him serious
distress and inefficiency. He is subject to strict discipline and is ordered by the stranger to do the
things, which he cannot understand.

Social and religious ceremonies

Social and religious functions divert workers from work to social activities. In a large
number of the proportion of absenteeism due to sickness, accident is not as high as it is due to
other causes including social and religious causes.

Unsatisfactory housing conditions

The workers who some to fine that they are not wanted and they swell the number of
causal workers. Health conditions are naturally bad, leading to consequent ill-health.

Industrial fatigue

Low wages compel workers to seek some part time job to earn some side income.
However, this often results in constant work which compels him to remain absent for the next
day and if it affects him seriously, his absence may conditions for quite sometime i.e., the very
next day.

Unhealthy working conditions

Irritation and intolerable working conditions exist in factories. Heat and moisture,
noise and vibrations in the factory, bad lighting conditions.

Absence of adequate welfare facilities

 The national commission observes, the statutory welfare amenities have not been
adequately provided.

Washing and bathing facilities, first aid, drinking water, canteens, shelters, rest rooms
that strengthen the general impression that compliance with statutory welfare provisions is
inadequate.

Alcoholism

The habit of alcoholism among workers may cause of absenteeism, which is high in
the first week when workers receives their wages. Hangover the next day leads to absenteeism.

Indebtedness

This is the general case in India that workers are always worried about financial
matters. Such workers absent themselves or even resign to escape their moneylender of as a
result absenteeism is high.

Improve and unrealistic personnel policies

The unskilled, untrained and inexperienced workers are failing to cope with and adapt
themselves to their jobs of industrial environment. Low productivity and unfavorable employers-
employee relationship may leads to a long period of absenteeism.

Inadequate leave facilities

Negligence on the part of employee to provide adequate leave facilities complex the
workers back on E.S.I. leave. under E.S.I. scheme, they are entitled to take leave in a year on half
pay.

EFFECTS OF ABSENTEEISM

Absenteeism cause harmful to both the employees and the workers for the following reasons

1. Normal work- flow in the factory is disturbed.

2. Overall production in the factory goes down.
3. Difficulty is faced in executing the orders I time.
 4. Casual workers may have to be employed to meet production schedules. Such workers
are not trained properly.
5. Overtime allowance bill increases considerably because of higher absenteeism.
6. When a number of workers absent themselves, there is extra pressure of work on their
colleagues who are present.
7. Workers lose wages for the unauthorized absence from work.
8. Habitual absentees may be removed from services causing them great hardship.

MEASURES TO CONTROL ABSENTEEISM

Absenteeism cannot be eliminated altogether. So measures should be taken to

minimize the rate of absenteeism. Measures are as follows

1. Proper Hiring

It is necessary that people with rights skills and experience are selected. Every
employee should as far as possible be assigned work according to capabilities, aptirude and
interest.

2. Good working condition

Proper sanitation, drinking water, canteen, first aid, rest pauses and mechanization can
help to reduce absenteeism by making work environment pleasant.

3. Housing and Transport facilities

Provision of housing accommodation, preferably neat the factory and bus facility will
ensure regular attendance of workers.

4. Safety programmers

Adequate safety measures help to minimize industrial accidents and reduce fear of
injury among employees. As a result attendance becomes improved.

5. Incentives
 Special bonus, cash prizes and preference in promotion to regular employees
encourage workers to be regular in their attendance.

6. Effective supervision

Supervisors can considerably reduce absenteeism by earning the confidence and

commitment of workers.

7. Disciplinary Action

Suitable action should be taken against chronic absentees. Punitive action may be in
the form of publishing their names in company house magazines, fines, withholding pay
increment, denial of promotion, suspension, dismissal, etc.

8. Regular leave provision

A provision should be made where in every workers can avail a few days of leave
during a year. Holiday with pay will enable a workers to attend to his private affairs.

9. Employee Counseling

Guidance and counseling help employees to eliminated bad habits like drinking and
gaming. Habitual absentees can be persuaded to become regulate by impressing upon them the
loss arising to them due to absenteeism. Educations and training can be used to develop a sense
of responsibility.

10. Proper Records

Detailed and update records of absenteeism should be maintained. Absenteeism above

the predetermined level should be carefully analyzed age wise, sex wise, month wise and other
bases.