Absenteeism in the workplace
| Absenteeism in the workplace |
|---|
| See also |
Absenteeism in the workplace (excused or unexcused) reduces the amount of actual working time and for this reason is unfavorable. The potential length of absence is regulated by law - mainly the Labour Code - governing principles and dimensions of employee absences during the year, or over a longer period of time. The basic components of absenteeism are holidays and exemptions from sickness or care.
Particularly negative impact on the stability of company operations is unpredictable absenteeism, and in particular the relief due to sickness. The main factors determining absenteeism are:
- the health of the workforce,
- working conditions,
- psychosocial factors.
Currently an increasingly important role in sickness absence play psychosocial factors play, among others: lack of job satisfaction, lack of motivation, poor interpersonal relationships with superiors or colleagues, problems in choosing free days.
It should also be noted that employee absenteeism is significantly higher among women than among men. This is mainly due to the exercise by women hers parenting and care functions in the family.
References
- Blau, G. J., & Boal, K. B. (1987). Conceptualizing how job involvement and organizational commitment affect turnover and absenteeism. Academy of Management Review, 288-300.
- Chadwick-Jones, J. J. K., Nicholson, N., & Brown, C. (1982). Social psychology of absenteeism. Praeger Publishers.
- Mowday, R. T., Porter, L. W., & Steers, R. M. (2013). Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic Press.
- Rosse, J. G., & Miller, H. E. (1984). Relationship between absenteeism and other employee behaviors. Absenteeism, 1, 194-228.
- Somers, M. J. (1995). Organizational commitment, turnover and absenteeism: An examination of direct and interaction effects. Journal of Organizational Behavior, 16(1), 49-58.
