Managing Absenteeism at Work
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The main objective of this study is to analyse how the causes and consequences of absenteeism at work are perceived and managed in the organisation, from the point of view of its managers and employees. The fieldwork was carried out at EMATER, in the Technical Management sector, with the support of the supervisors and employees of the sector analysed. Through the collection of documents and semi-open interviews with six employees and two managers, it was possible to answer its four specific objectives: to identify absenteeism rates; to identify the formal causes of absenteeism; to identify the...
The main objective of this study is to analyse how the causes and consequences of absenteeism at work are perceived and managed in the organisation, from the point of view of its managers and employees. The fieldwork was carried out at EMATER, in the Technical Management sector, with the support of the supervisors and employees of the sector analysed. Through the collection of documents and semi-open interviews with six employees and two managers, it was possible to answer its four specific objectives: to identify absenteeism rates; to identify the formal causes of absenteeism; to identify the causes and consequences of absenteeism, in the perception of managers and employees; and to check the company's absenteeism control tools. It was found that, despite the high rates, absenteeism does not mean that programmes, projects and objectives set by the organisation are not being implemented. In view of this situation, concrete management actions are suggested to encourage employee attendance so that it does not become a factor that encourages further absences.
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