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Absenteeism is an additional cost for a business. It can bring about unnecessary operational and financial cost for an organization Therefore, preventing and reducing absenteeism tends to produce improved organizational performance, higher profitability, and better revenues. Excessive absenteeism among employees can bring about several serious organizational issues such as declined employee productivity, reduce organizational performance, delayed target accomplishment and trail profitability of the organizational at large. Absenteeism could result in a numerous implicit and explicit factors that may range from an individual’s personal life issues to organizational settings and job structure. Some of the major factors listed in the literature includes lack of obvious job goals and clear expectations, dysfunctional work settings, uncomplimentary organizational culture, discriminatory behavior of colleagues or management, inappropriate remuneration/compensation and unmatched job field (Della 409).
In contemporary human resource management, organizations are increasingly focusing on aligning individual and organizational goals with monetary and non-monetary motivational drivers. These drivers tend to reinforce and stimulate the inspiration level among employees driving them to work with maximum enthusiasm to deliver the optimal of their skills, potential, and capabilities. In modern HRM, monetary and non-monetary rewards and recognition are progressively adopted by the business organizations to cut absenteeism practice among employees. Bonus schemes and absenteeism awards are among the most common strategies adopted these days. These structures produce effective outcomes as they propose a defined system of reporting, monitoring, and evaluation, which assist employees to follow organized procedures in order to attain defined bonuses and recognitions while also allowing an employer to take disciplinary actions against any incompliance. Furthermore, bonus and award schemes also helps in setting clear and concise goals against a defined set of efforts expected from the employees. As a result, it motivate employees to put greater efforts to meet their job targets while keeping them motivated and engaged and therefore, eventually resulting in reduced absenteeism (Della 436).
Work Cited
Della Torre, Edoardo, Matteo Pelagatti, and Luca Solari. “Internal and external equity in compensation systems, organizational absenteeism and the role of explained inequalities.” human relations. 2015. Web.
