Reasons of Turn-Over or Absenteeism within the Organization - Organization Essay Example

 

 

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Reasons of Turn-Over or Absenteeism within the Organization

The business industries and organizations are always concerned on the productivity level of their firms because this determines their capacity to compete with other businesses and, as such dictates the stability of their business in the market. Productivity is affected by increasing levels of absenteeism and workers turn over. Thus, this has become a major concern for business owners.

Turn over is perceived by many organizations as a voluntary act. It may result from resignations and terminations due to unsatisfactory performance. Other organizations often used the term avoidable turnover or “regrets” which pertains to voluntary and involuntary reasons of turnover (Phillips & Connell, 2002).

Appropriate working definition of turn over refers to the “voluntary separations, discounting individuals separated because of incapacity or retirement and those discharged for cause” (Liebler & McConnell, 2004, p. 248).

Absenteeism, on the other hand, refers to the lack of physical presence at a particular time and place when it is expected that the person should be there. Absenteeism is measured by the number of days and occasions when the employee is absent. It is suggested that absenteeism is an observable behavior rather than a construct; however it still reflects the constructs of equity or withdrawal (McGillis Hall, 2005).

The two types of absenteeism include the innocent and culpable absenteeism. Innocent absenteeism refers to those employees who have gone absent from their duties for reasons that are not within their control. These reasons include injuries, sickness or other inabilities of the like. Culpable absenteeism, on the other hand, refers to those employees who commit absences without proper consent from their superiors for reasons that are invalid and are within their personal control (McGillis Hall, 2005).

There are a variety of reasons why turn over and absenteeism occur within the company. There is a high rate of turn over that frequently happens in business companies. Reasons include: choosing the wrong and inappropriate person for the job, poor employee orientation procedures, insufficient and lack of training for new and current employees, poor management and supervision of employees, lack of consistency and objectivity in enforcing policies and procedures which will eventually lead to favoritism, failure to appreciate and recognize achievements of the employees, lack of team work, on-going unresolved conflicts, quality-of-life issues, stress, poor organizational communication, boredom and lack of job security (Puckett & Byers, 2004).

Some of the causes of absenteeism are uncontrollable, but its major causes are within the control of the person. Reasons behind absenteeism revolve around factors inside the work environment. Such reasons strip off the employees’ motivation in being present in the workplace at a given place and time. Some of the reasons include “excessive rework, poor supervision and unsafe working conditions”. Some of the reasons also are inevitable such as personal illness, death, family problems and engagement in other responsibilities (“Absenteeism and Turnover: A Construction Industry Cost Effectiveness Project Report”, 1989).

Turn over and absenteeism have become major issues and problems of numerous companies. Such scenarios may be signals of other work related problems such as poor working conditions such as inefficient systems or outdated equipment, declining morale of the employees, inadequate management supervision and other work related problems that are of concern of the employees (Puckett & Byers, 2004).

It is important to resolve the problems in workers turn over and absenteeism within the organization because it greatly affects the total productivity of the company. If there are fewer workers within the organization, less work can be done and the less stable the company will be in the market. Thus, companies must find ways to reduce work-related problems that may result in the further increase in the level of the turn over and absenteeism.

 

 

References

Absenteeism and Turn Over: A Construction Industry Cost Effectiveness Project Report. (1989, September). The Business Roundtable. Retrieved November 17, 2008 from http://www.curt.org/pdf/149.pdf.

Liebler, J.G. & McConnell, C.R. (2004). Management Principles for Health Professionals. Sudbury, MA: Jones and Bartlett Publishers.

McGillis Hall, L. (2005). Quality Work Environments for Nurse and Patient Safety. Sudbury, MA: Jones and Bartlett Publishers.

Phillips, J.J. & Connell, A.O. (2002). Managing Employee Retention. Burlington, MA: Elsevier Butterworth Heinmann.

Puckett, R.P. & Byers, B.A. (2004). Food Service Manual for Health Care Institutions. San Francisco, CA: Jossey-Bass.

 

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