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Managing absenteeism for improved productivity and cost-effectiveness
Author(s)
Lockhart, Janine
Date Issued
2001
Type
Thesis
Publisher
Cape Technikon
Abstract
The researcher identified an absenteeism problem at the Cape Technikon
Library and sees the effect of it on a daily basis. It is a costly and disruptive
problem and places unnecessary pressure on staff that are at work. From
the outset, companies might not realise the cost of absenteeism until they
actually measure it. Absenteeism of other staff members create various
problems such as low morale, increased stress, break in team work, etc.
between the staff that are at work. To reduce the absenteeism rate, certain
measures and control systems should be put in place. Absenteeism can
either be addressed by putting a reward system in place or making use of
punishment contingencies, or using a combination of both. If staff members
see that other staff members get away with excessive absenteeism, they will
soon follow. Within the context of the Cape Technikon Library, a culture of
absenteeism has been created and it is not easy to break that culture. This
study considered possible reasons for the absenteeism as well as possible
solutions. To improve productivity and cost-effectiveness, the Gross
Absence Rate (GAR) should be less than 3% (Van der Merwe: 1988:25).
According to Van der Merwe (1988:25) an absence rate of 10% is extremely
serious and any absence rate of more than 5% should be regarded as an
indicator of a situation needing further investigation. An absence rate of less
than 3% can be regarded as satisfactory, although capable of furtherimprovement. On some days the absenteeism rate at the Cape Technikon
Library is approximately 12%.
Library and sees the effect of it on a daily basis. It is a costly and disruptive
problem and places unnecessary pressure on staff that are at work. From
the outset, companies might not realise the cost of absenteeism until they
actually measure it. Absenteeism of other staff members create various
problems such as low morale, increased stress, break in team work, etc.
between the staff that are at work. To reduce the absenteeism rate, certain
measures and control systems should be put in place. Absenteeism can
either be addressed by putting a reward system in place or making use of
punishment contingencies, or using a combination of both. If staff members
see that other staff members get away with excessive absenteeism, they will
soon follow. Within the context of the Cape Technikon Library, a culture of
absenteeism has been created and it is not easy to break that culture. This
study considered possible reasons for the absenteeism as well as possible
solutions. To improve productivity and cost-effectiveness, the Gross
Absence Rate (GAR) should be less than 3% (Van der Merwe: 1988:25).
According to Van der Merwe (1988:25) an absence rate of 10% is extremely
serious and any absence rate of more than 5% should be regarded as an
indicator of a situation needing further investigation. An absence rate of less
than 3% can be regarded as satisfactory, although capable of furtherimprovement. On some days the absenteeism rate at the Cape Technikon
Library is approximately 12%.
Additional information
Thesis (Mtech(Business Administration)--Cape Technikon, Cape Town, 2001
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