Unfavorable organization culture accounts for increasing workplace absenteeism. For instance, an organization that fails to engage employees in the decision-making process demotivates and reduces employees’ morale(Kocakulah, et al., 2016) . As a result, the employees formulate excuses to avoid working since they are demotivated. Similarly, an organization an with unattractive compensation plan reduces employees’ work satisfaction, hence increasing workplace absenteeism.
Illness or injuries and child care are unavoidable causes of workplace absenteeism. Due to injuries, employees fails to report to work mainly to rest and nurse the injuries (Kocakulah, et al., 2016). The cause of employee illness may result from work accidents or overworking. However, an organization with a conducive environment reduces the occurrence of injures. On the other hand, child care also contributes to workplace absenteeism.
Nevertheless, workplace absenteeism can be minimized through involvement plan. The involvement plan increases employees’ morale and works satisfaction since they are engaged in the decision-making process. As a result, the employees are self-motivated making them productive. Involvement plan reduces workplace absenteeism by increasing employees motivation.
Absenteeism hits payroll negatively. It is estimated absenteeism costs account for 36% of payroll. First, absenteeism costs that reduce an organization’s payroll are classified into direct and indirect costs (Mercer, Carpenter, & Wyman, 2008). Direct costs include benefits and salaries awarded to permanent employees despite them being absent. On the other hand, indirect costs are opportunity costs incurred due to a decline in productivity. Companies are motivating employees to reduce payroll costs due to absenteeism
References
Mercer, M., Carpenter, G., & Wyman, O. (2008). The total financial impact of employee absences: survey highlights.
Kocakulah, M. C., Kelley, A. G., Mitchell, K. M., & Ruggieri, M. P. (2016). Absenteeism problems and costs: causes, effects, and cures. International Business & Economics Research Journal (IBER), 15(3), 89-96.