Paid absences are not universal 39% of U.S. employees do not receive paid sick
leave; 1/3 of FT Iowa employees have no paid sick leave (81% of part-timers).
Absenteeism Issues
What is excessive? Multiple metrics: Number of sick days used
Absenteeism Issues
What is excessive? Multiple metrics: Number of sick days used
Absenteeism Issues
What is excessive? Multiple metrics: Percent of working hours lost to absenteeism (> 3% excessive) # worker days lost per month (Avg # employees) X (# work days)
ABSENTEEISM COSTS
(lower level employee, 2011)
1. Salary ($13.26/hour) 2. Benefits 3. Replacement employee (cross-training, temp help, supervision, overtime) 106.06 29.91 10.89
4. Unabsorbed burden (unused capital equipment, rent, light, in-efficient use of materials)
5. Loss profit contribution (value added)
72.07
87.03 $305.96
Summarizing: Separating Voluntary & Nonvoluntary Absence May be contingent on empowerment (discretion) of supervisors
Absence policies remain ambiguous a. Personal/dependent illness b. Gray areas: relative illness, business affairs, lack of transportation, domestic maintenance
c. Truly discretionary: take a day off, wedding, special event
Summarizing: Separating Voluntary & Nonvoluntary Absence Explains popularity of PTO (Paid Time Off) and no fault absence policies. SHRM: 33% of firms in 1997, 67% in 2005, 47% of firms in 2010 Generous plan: 10 sick days, 3 personal days, 5 holidays, 10 vacation days for a total of 28 days.
Failure to distinguish between absences and PTO impedes absence research as voluntary & nonvoluntary absence behaviors are not separated; record-keeping also impeded by use of different measures and time frames (see next slide)
Absenteeism Measures
S 1 8 15 22
February M T W TH F 2 3 4 5 6 9 10 11 12 13 16 17 18 19 20 23 24 25 26 27
S 7 14 21 28
2. Severity Measure:
March 1 2 3 4 8 9 10 11 15 16 17 18 22 23 24 25 29 30 31 5 12 19 26 6 13 20 27 7 14 21 28
( 7)
April 1 2 3 5 6 7 8 9 10 12 13 14 15 16 17 19 20 21 22 23 24 26 27 28 29 30
4. Medical Measure:
4 11 18 25
5. Worst Day:
3. Personal Characteristics -Education -Sex/Family -Org. tenure responsibility -Age (also depends -Family size on sex) -Personality
7. Ability to Attend -Health (Depression, pain cardio fitness, smoking, drug use) -Illness & accidents -Family responsibilities -Transportation problems -Travel distance 6. Attendance Motivation 5. Pressures to Attend -Economic/market conditions -Human Resource Practices (incentives, control policies) -Work group norms/culture -Profit sharing/employee share ownership 8.Employee Absenteeism (Attendance)
2. Recruitment + Selection Job expectations about Attendance 1. Job Situation -Job autonomy -Job level -Work group size -Role Stress -Considerate leadership style -Coworker relationships -Scheduling (flexible, rotating)
Personality (Box 3)
Conscientiousness Absenteeism
Extroversion Absenteeism Anxiety/depression Absenteeism
Human Resource Practices for Managing Absenteeism (Box 5) Review incentive systems like lotteries (nurse example) Be willing to modify practices over time Determine whether cost/benefit of incentives are consistent with organizational culture
Human Resource Practices for Managing Absenteeism (Box 5 continued) Work group norms and culture Profit sharing; employee ownership
Solutions: subsidizing in-home care for employees dependent, referral services to caregivers and nursing homes, providing extended leaves of absence.
Be employee need specific: Japanese heartache leave
# of Studies
4
Effect
High
Flextime
Compressed work schedules Discipline Recognition Wellness programs Other financial incentives (bonus) Games
10
5 12 6 6 7 6
High
Medium Medium Medium Low Low Low
3
?? ??
Medium
??? ???
Well Pay (Buy back unused sick leave) Verification of illness No-fault Disciplinary action Personal recognition Part of yearly performance review Bonus Paid-leave banks (PTO) *
Adapted from CCH, www,cch.coom/preess/news/2007
Readings
Navarro & Bass Kuzmits & Adams Johns Judge et al.
Readings
What were your take-aways from Navarro & Bass?
Johns Article
Employees & managers estimate absenteeism inaccurately. Why?
Johns Article
What did the partial replication show? Implications: People under-report absenteeism extensively. Are they deliberately lying? How can the under-reporting tendency be addressed? Is self-serving bias evident in non-western societies? Though no actual absence data, yes. Stronger at group level among Chinese managers
8.36
7.47 6.21 7.31
3
2 1
3.31
Group Self Actual Estimates Report Absence Absence Measure Mean days absent (estimated or actual) for three samples.
Personality Traits T1
Absenteeism T3