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Researchers have proven that the lack of employees in the health care possesses a substantial risk for the patients that come to seek assistance, with the help of no nurses or warders on duty, this can contribute to critical health problems or even worst loss of lives. Absenteeism is claimed to be originated from job dissatisfaction and from workers that are not committed to their job. It can also be defined as the number of days an employee does not show up for work. Absenteeism in the health sector is often denoted to as the loss of scheduled time because of unscheduled work absence, it has been an ongoing challenge globally (“Regulatory mechanisms for absenteeism in the health sector: a systematic review of strategies and their implementation,” n.d.). Absenteeism also comprises of staff taking more leave than is needed. In many countries absenteeism has been attributed to subjective health complaints; In describing absenteeism behavior, Rogers et al state that an employee’s attendance behavior is a function of two key variables: the ability to attend, and motivation to attend. Employees who are willing to attend work could be affected by negative pressures including their effective response to the job situation and varying levels of external pressure from unavoidable (e.g., illness, accidents, family responsibility) or avoidable pressures (e.g., stress due to job role, scope, leadership style among other administrative concerns). The permanency and eminence of patient care, hospital cost, and employee morale are negatively affected by absenteeism.

Cost and Consequences of Absenteeism
Absenteeism reduces the effectiveness of healthcare provision while compromising the quality of services due to fewer workers being left on duty, thus resulting in work overload or interrupted service delivery. It is said that governments in developing countries spend about 10% of their total budgets on public healthcare; however, dissatisfaction is often expressed over the performance and quality of health services. Nonattendance among healthcare workers causes disruption of healthcare service delivery and economic losses, with there already being limited numbers and inequitable distribution of healthcare workers. A study done by Michie and Williams identified interventions that reduced work-related psychological ill health and absence among various sector workers as well as work-based regulatory mechanisms such as vaccination. This is very dangerous for the nation at large since the health of the population may be compromised because of work absenteeism by healthcare workers.
Many healthcare facilities, more so those owned and set up by the private sector are usually developed with profit-making objectives as their major goal and were helping the sick is a major objective within the hospital setting, many are formed to make a profit out of charging for healthcare services provided. When there is absenteeism, like in any other organization, productivity will be reduced. Reduction in productivity over time leads to losses by the health care institutions, also it may lead to the inability to attain the set organizational goals. It is, hence, essential to guarantee that employees in healthcare facilities are not absent from work since this may be an obstacle to the attaining of organizational objectives.
Absenteeism amid health professionals is a major problem, specifically when it is equated to employees in other sectors. High absenteeism rates have negatively affected health institutions in terms of health expenditures, employees and patients. This creates a significant problem of care quality resulting from an insufficient number of nurses (Registered Nurses’). Malingering in healthcare professional’s results in momentous issues such as decreased productivity and quality of care (Registered Nurses’ Association of Ontario, 2005), and direct costs (Jex, 2002).

Ways Management Can Resolve Absenteeism
There are four frameworks that management can implement to help address and resolve absenteeism in the workforce and they are as follow:
The structural framework accentuates the significance of formal jobs to coordinate conduct toward objective accomplishment and connections. Associations make principles and approaches for representatives to stick to. Coming up next are a few intercessions that nurture pioneers can use to control non-appearance: (a) dynamic order, (b) proactive methodologies, and (c) keeping up participation records. Dynamic order incorporates distinctive levels of discipline for cases of nonattendances. Proactive methodologies comprise of workers marking that they have perused the arrangement and strategy relating to non-appearance. Employees know what disciplinary action is taken if excessive absence occurs and what the organization expects. Sustaining attendance records will track extreme routine and patterns of sick time as it increases. The attendance record should be revised with each worker trimester or more regularly with those emergent absentee trends (“A Supervisor’s Checklist,” 1994).
The human resource framework highlights that people have requirements, sentiments, and preconceptions. From a human asset viewpoint, the way to adequacy is to tailor associations to individuals (Bolman and Deal, 1984). Expanded open doors for occupations and less contribution in basic leadership in a present occupation results in expanded unlucky deficiencies by diminishing representative employment fulfillment and duty (Taunton et al., 1995). Experts who are happier with their employment are more dedicated and are less inclined to be missing (Taunton et al., 1995). Medical attendants are happier with their work when shared administration and case administration practice models are utilized (Song, Daly, Rudy, Douglas, and Dyer, 1997). The case management module is viewed as the most intelligent approach to enable medical attendants through jobs, which increment their control, expert, eagerness, and certainty (Zander, 1988). Shared administration or a participative administration style is a compelling component to empower clinical basic leadership self-sufficiency, control, certainty, and trust in medical caretakers, which thusly will result in expanded occupation fulfillment and maintenance of attendants (Song et al., 1997). Medical caretakers who are happy with their occupations don’t call in sick every day. Shared administration or participative administration is when representatives are included on teams and councils. This contribution allows representatives to settle on choices about specific arrangements, conventions, or projects inside the organization.
The political framework sees hierarchical conduct as an element of fields of rare assets where power and impact are continually influencing the portion of assets among people or gatherings (Bolman and Deal, 1984). The struggle will happen if there are contrasts in necessities, points of view, and way of life among gatherings and people. The apparatuses of the political system are haggling, compulsion, influence, and trade off to impact and direct conduct. This framework underlines that the manager has the authority to fire and hire. The manager can attempt to deal with representatives. Haggling is practiced by telling a representative that he will have each weekend off one month from now just in the event that he isn’t missing for the scheduled tour through obligation for the present month. Medical attendant pioneers can utilize remunerate and coercive capacity to diminish non-attendance. Reward control is characterized as a man’s capacity to remunerate the conduct of others (Gibson, Ivancevich, and Donnelly, 1997). Coercive power is characterized as the ability to rebuff resistance of adherents (Gibson et al., 1997). Positive non-attendant control programs are mediations that offer a reward or positive inspiration for good participation. These include (an) individual acknowledgment, (b) repurchase of unused wiped out leave, and (c) extra installments for model participation. Positive non-attendant control programs will be programs that compensate representatives who don’t utilize their sick leave.
Another kind of program that diminishes the utilization of sick leave is the disciplinary-control program. Disciplinary-control programs are intercessions that give an aversive result to poor participation. These include: (a) disciplinary activity, (b) no-fault, and (c) year-end audit. The disciplinary control program is a case of a coercive power. A medical caretaker pioneer could rebuff rebelliousness of the truancy approach. The above are precedents of political structure arrangements that nurture pioneers can use to diminish non-appearance. A blend of remuneration and order projects can conceivably have the best effect on lessening truancy (Markowich and Silver, 1989).
The symbolic framework relinquishes the presumption of discernment that is fundamental to every one of the alternate framework (Bolman and Deal, 1984). Associations are conceptualized as comprising of interesting societies, with shared qualities, objectives, and strategies, which are an element of the way of life (Bolman and Deal, 1984). The way of life of the association ought to be one where frequent nonattendances are not endured. A key estimation of the way of life ought to be regard for individual workers and hierarchical steadfastness. Hierarchical stories ought to pass on the results of non-attendance. Functions ought to praise workers with remarkable authoritative adherence.

Building up a feeling of history incorporates correspondence about and by heroes and others. Hierarchical stories ought to pass on the results of non-appearance. Services ought to commend representatives with extraordinary hierarchical devotion. For instance, functions granting workers for impeccable participation. Building up a feeling of unity includes conveying the standards and estimations of the association. The standards of the association are that intemperate non-appearance isn’t endured. The estimations of the association incorporate regard for individual workers and association dependability. Advancing a feeling of participation incorporates socialization of new staff individuals. The socialization of new staff individuals incorporates transmitting the qualities, suspicions, and states of mind of more seasoned workers to more up to date representatives. The qualities, suppositions, and dispositions of more seasoned workers ought to incorporate representative regard, association faithfulness, and no resistance for unreasonable non-appearance. A pioneer must ensure that the unit culture is one which visits unlucky deficiencies are not endured. The pioneer can set this culture by rebuffing the individuals who are missing oftentimes.

Conclusion

In conclusion, I can say that stakeholders, managers, and employers need to be mindful of the absences in healthcare and other companies. Being absent more than three consecutive day means that you are not competent for the job and is unable to work, taking advantage of the sick days or vacations will come back to haunt you, as well as destroying companies not able to provide an annual surplus making the business to crash

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