JOB ABSENTEEISM ABSTRACT Employees not showing up for work when scheduled can be a major problem for organizations.

Most researches had concluded that absence is a complex variable and that it is influenced by multiple causes, both personal and organizational. Job satisfaction has been noted as one of the factors influencing an employees motivation to attend. Some researches that investigated the relationship between job satisfaction and absenteeism have found no correlation between these two variables whereas other studies indicate a weak to moderate relationship between these two variables. There is limited research on the impact of job satisfaction on absenteeism within manufacturing industries. Sequel to this, this study carries out an evaluation of the impact of job satisfaction on absenteeism in Beenet Infotech, Chennai. Extrinsic sources of job satisfaction including Pay, work, promotion, supervision, co-workers, working conditions and fairness are considered only. Results obtained indicate that the extrinsic sources of job satisfaction have a direct impact on absenteeism. Thus, this paper recommends that employers should pay due attention to extrinsic sources of job satisfaction as major practical tools to reducing absenteeism.

INTRODUCTION OF THE SUBJECT Absenteeism refers to unauthorized absence of the worker from his job. Absenteeism can be defined as failure of employees to report for work when they are scheduled to work. Employees who are away from work on recognized holidays, vacations, approved leaves of absence, or leaves of absence allowed for under the collective agreement provisions would not be included. In India, the problem of absenteeism is greater than other countries. When the employee takes time off, on a scheduled working day with permission, it is authorized absence. When he remains absent without permission or informing, it is willful absence without leave. In these days, when the needs of the country require greater emphasis upon increase of productivity and the economic and rational utilization of time and materials at our disposal, it is necessary to minimize absenteeism to the maximum possible extent.

DEFINITIONS: Absenteeism, in the employment context, is a term which usually refers to an employees unscheduled absence from work. Reasons for such absences may include personal illness, family issues and personal needs.

Recent surveys indicate the following trends in absenteeism: 1. The higher the rate of pay and the greater the length of service of the employee, the fewer the absences. 2. As an organization grows, there is a tendency towards higher rates of Absenteeism. 3. Women are absent more frequently than men. 4. Single employees are absent more frequently than married employees. 5. Younger employees are absent more frequently than older employees but the latter are absent for longer periods of time. 6. Unionized organizations have higher absenteeism rates than non-union organizations. The rate of absenteeism can be calculated by considering the number of persons scheduled to work and the number actually present. Thus, the rate of absenteeism can be estimated in the following way: Rate of Absenteeism = No. of Total Manshifts Lost X 100

No. of Total Manshifts scheduled to work

CAUSES: Important factors leading to absenteeism can be summarized as follows: 1. Long hours of work. 2. Bad working conditions. 3. Boredom. 4. Lack of co-operation and understanding between management and workers. 5. Sickness. 6. Accidents. 7. Occupational disease. 8. Problem of transport facilities. 9. Low wages. 10. Lack of proper medical aid and health programmes. 11. Lack of canteen services, rest rooms, etc. 12. Bad housing conditions. 13. Evil of drinking. 14. Lack of marketing facilities. 15. Social or religious festivals. 16. Harvest seasons. 17. Marriages.

18. Education of children. 19. Domestic problems and consequent worries, etc. Among these causes, in the existing Indian conditions, wage level in industries, has a direct bearing on absenteeism. Sickness on account of bad housing conditions contributes highest to industrial absenteeism. Social and religious causes can be accounted as the second important contributing factor for absenteeism. Absenteeism in industry varies from place to place, depending on the festival, marriage, harvest season and other factors.

EFFECTS : Absenteeism is one of the root causes of labour unrest. It affects the workers earnings as well as the company in the following manner:

1. Decrease in Productivity: Employees may be carrying an extra workload or supporting new or replacement staff. Employees may be required to train and orient new or replacement workers. Staff morale and employee service may suffer.

2. Financial Costs: Payment of overtime may result. Cost of self-insured income protection plans must be borne plus the wage costs of replacement employees. Premium costs may rise for insured plans.

3. Administrative Costs: Staff time is required to secure replacement employees or to reassign the remaining employees. Staff time is required to maintain and control absenteeism.

The definition of absenteeism, its causes, its affects on productivity, and its costs in terms of finances and administrative effectiveness are quite clear.

What is not as clear is how to take affirmative action to control absenteeism in such a way as not to create mistrust, costly administration and systems avoidance.

Traditional methods of absenteeism control based only on disciplinary procedures have proven to be ineffective. It is almost impossible to create a fair disciplinary procedure because even well run disciplinary systems, which treat similar actions in consistently similar ways, are usually seen as unfair. The reason for this is discipline alone usually does not identify or address the root causes of absenteeism. Every employee who takes time off in defiance of company regulations has reasons, right or wrong, which justify to themselves the legitimacy of their actions.

Unless a management attendance program identifies and addresses the causes of employee absenteeism it will be ineffective and unfair. Traditional disciplinary programs alone can, at best, give the illusion of control. It is no secret that there are ways to beat even the best systems. The fear of discipline often only increases the desire to avoid management systems.

If absenteeism is to be controlled, the physical and emotional needs of employees must be addressed. Incentives can be introduced to discourage absenteeism. Attendance bonus is awarded in certain establishments, merit increases and promotions are linked to minimum attendance. Good leave record of the employee is an important factor in considering him for more responsible positions. These incentives, no doubt, will be effective inducements for regular attendance and work which, in turn, will ensure efficient service.

Habitual absenteeism must be treated as misconduct and it must be stated that habitual absentees are liable for disciplinary action.

CASE EXAMPLES Absence due to illness: In the recent case of an employer tried to rely on the notion of abandonment of employment when a female employee was absent from work for a number of days, due to morning sickness. The employee had been hospitalized because of her condition for 10 days. When she later went on sick leave, the employee spoke with her supervisor both before and after she commenced leave. The employees husband had also telephoned the employer to advice that his wife had obtained a medical certificate stating that she was unfit for work for another week. Notwithstanding this continuous communication between the employee and the employer, the employer wrote a letter to the employee saying that she had abandoned her employment and would be dismissed. Despite further telephone calls from the employees husband, the company terminated the employees employment. The Commission found that the companys actions showed a blatant disregard for procedural fairness and that it was not in the employers absolute discretion to decide whether or not a genuine illness could be ignored for failing to attend work. Orders were made to reinstate the employee.