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Management of absence identifying the issues that need to be established and rectified to promote attendance

Term Paper Number
898600137
Term Paper Description
Management of absence identifying the issues that need to be established and rectified to promote attendance
Publish Year
2009
Academy
UUJ
Course
Human Resource Management
Number Of Pages
14
Number Of Words
3831
Price
32 $ (USD)
Keywords
absence management
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Paper Abstract

Managing absence continues to be an issue giving rise to problems across all businesses both in the private and public sector. It is an issue in X Council – a public authority which has to be managed.

While some absence due to sickness is inevitable, good management can help to minimise it by ensuring that the causes of work-related ill-health are addressed and staff are helped back to work as soon as possible.

Eggert (2009) believes absence is an employee’s non availability for work  when work is available for that employee. Employees not showing up for work when scheduled can be a major problem for organisations (Spector 2003). The majority of jobs require someone’s presence even when the scheduled person is not there.

Absence can be scheduled or unscheduled. Scheduled absences are easier to deal with as notice is usually given to the employer, giving time to provide cover or job rotation. However, unscheduled absences are without a doubt, the main difficulty.

Within X Council, absenteeism results in an increased workload among colleagues, consequently lowering productivity; it impacts on the provision of services to the local community, increases costs as a result of occupational sick pay, statutory sick pay and temporary cover.  It is an issue which needs to be addressed and determining the best solution requires a problem solving process.

Absence can, without a doubt, have an impact on the overall service delivery of both a team and a department as a whole.

Absence has, inevitably always been a problem and continues to increase. Reasons for an increase could be due to a number of factors. In some departments with high absence figures, this may be due to one or two long term absences, which consequently increase the overall absence figures for the department. It has also been noted that in some departments/centres, absence isn’t an issue. However, it has been discovered absences tend to be higher in operational based centres as opposed to office based departments.

X Council’s Senior Management Team are acutely aware of how sickness absence effects service delivery and the costly burden on the local ratepayer. X rates are currently one of the lowest in the 26 districts. In 2008/09 X Council had the lowest non-domestic rate and the second lowest domestic rate in the Province. In 2009/10 X Council has the second lowest non-domestic rate and the third lowest domestic rate. The importance of keeping the district rate low in the current economic climate cannot be underestimated.

According to X Report (Jan 2009) in the three year period 2002-2005, X Council has experienced a slight increase in its three year absenteeism rate, from 9.61 days in 2002-05 to 9.82 in 2005-08. The rate remains well below the X Council average which was 13.4 days in the period 2005-2008. Consequently the Council aim to keep the overall figures as low as possible.

Through interviewing Centre Managers and Directors, my aim was to discover their views and recommendations in order to propose a solution to target absence.



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