absenteeism2

absenteeism2 - Organizational Behavior Course Model OB...

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Organizational Behavior Course Model OB Outcomes: Attitudes and Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances Influenced by Managers Using Application of Individual Differences Perceptions Attributions Attitude change Values Personality Group Dynamics Reward Systems Job Design Leadership
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Absenteeism “Facts” Paid absences are not universal One third of FT Iowa employees have no paid sick leave; 81% of part-timers Financial cost estimates are highly variable ●$660/employee/year in 2005 ● Absenteeism costs are about 9% of payroll Can necessitate use of temporary or surplus employees Can affect customer service Shareholders/BoDs expect control
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Absenteeism Issues What is excessive? Multiple metrics: Number of sick days used - Dept of Labor: Mean is 7 days - Iowa data Changes in absence rates (paid unscheduled absence hours/paid productive hours) Ranges: 1.9% in 2003 to 3.1% in 2008 Lower in bad economic times, higher in good times Other data: 2.5% in 2006, 2.3% in 2007, 3.1% in 2008
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Absenteeism Issues What is excessive? Multiple metrics: Percent of working hours lost to absenteeism (> 3% excessive) # worker days lost per month (Avg # employees) X (# work days) ●Need industry/ region comparatives
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ABSENTEEISM COSTS (lower level employee, 2010) 1. Salary ($12.88/hour) 103.07 2. Benefits 29.07 3. Replacement employee 10.58 (cross-training, temp help, supervision, overtime) 4. Unabsorbed burden (unused capital 70.04 equipment, rent, light, in-efficient use of materials) 5. Loss profit contribution (value added) 84.58 $297.34
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Focus: Managing Voluntary Absenteeism Determining what percent of absence is voluntary (avoidable) and what is non- voluntary is tricky
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absenteeism2 - Organizational Behavior Course Model OB...

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