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| Format: | Recurso educativo Open Access |
| Language: | en |
| Published: |
1995
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| Subjects: | |
| Online Access: | https://eric.ed.gov/?id=ED405874 |
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| _version_ | 1867181620994244609 |
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| author | Parker, Sandra |
| author_facet | Parker, Sandra Parker, Sandra |
| collection | Education Resources Information Center |
| contents | Performance Indicators: Sickness and Absence Rates as Indicators of Staff Morale. Parker, Sandra Change Computer Oriented Programs Employee Absenteeism Foreign Countries Information Management Job Satisfaction Library Administration Measurement Techniques Morale Motivation Organizational Climate Personnel Policy Productivity Recognition (Achievement) Self Management Work Environment Working Hours Employee absenteeism is a problem faced by all library and information service managers as it erodes both salary budgets and productivity. It can have an undermining effect on staff morale, and may be an indicator of low staff motivation levels. There are two types of absence, unavoidable and avoidable, which can be measured using lost time and frequency rates. The most important aid to establishing absenteeism patterns is the introduction of computer-based monitoring systems. Numerous monitoring systems are discussed, including those that manage flexible time working arrangements which have been found a useful management technique for reducing absenteeism. Underlying causes of absence include morale and change. Organizational structure also has a strong effect on motivation and productivity. High job-involvement and organizational commitment reduce the likelihood of absence. The best methods for an organization to adopt to reduce absenteeism include: (1) modifying the organizational environment through the adoption of a good attendance policy that is fair and consistently applied, has a substantial reward system, is easily understood and administered, is self-policing, and is financially sound; (2) participation and rewards, such as involvement in decision-making, profit-sharing, share ownership, fringe benefits, bonuses, or a modified work week; and (3) self-management training, which teaches people to modify their own behavior and improves self-esteem and confidence. (Contains 15 references.) (Author/SWC) |
| format | Recurso educativo Open Access |
| id | eric_ED405874 |
| institution | ERIC Institute of Education Sciences |
| language | en |
| publishDate | 1995 |
| record_format | eric |
| spellingShingle | Performance Indicators: Sickness and Absence Rates as Indicators of Staff Morale. Parker, Sandra Change Computer Oriented Programs Employee Absenteeism Foreign Countries Information Management Job Satisfaction Library Administration Measurement Techniques Morale Motivation Organizational Climate Personnel Policy Productivity Recognition (Achievement) Self Management Work Environment Working Hours Performance Indicators: Sickness and Absence Rates as Indicators of Staff Morale. Parker, Sandra Change Computer Oriented Programs Employee Absenteeism Foreign Countries Information Management Job Satisfaction Library Administration Measurement Techniques Morale Motivation Organizational Climate Personnel Policy Productivity Recognition (Achievement) Self Management Work Environment Working Hours Employee absenteeism is a problem faced by all library and information service managers as it erodes both salary budgets and productivity. It can have an undermining effect on staff morale, and may be an indicator of low staff motivation levels. There are two types of absence, unavoidable and avoidable, which can be measured using lost time and frequency rates. The most important aid to establishing absenteeism patterns is the introduction of computer-based monitoring systems. Numerous monitoring systems are discussed, including those that manage flexible time working arrangements which have been found a useful management technique for reducing absenteeism. Underlying causes of absence include morale and change. Organizational structure also has a strong effect on motivation and productivity. High job-involvement and organizational commitment reduce the likelihood of absence. The best methods for an organization to adopt to reduce absenteeism include: (1) modifying the organizational environment through the adoption of a good attendance policy that is fair and consistently applied, has a substantial reward system, is easily understood and administered, is self-policing, and is financially sound; (2) participation and rewards, such as involvement in decision-making, profit-sharing, share ownership, fringe benefits, bonuses, or a modified work week; and (3) self-management training, which teaches people to modify their own behavior and improves self-esteem and confidence. (Contains 15 references.) (Author/SWC) |
| title | Performance Indicators: Sickness and Absence Rates as Indicators of Staff Morale. |
| topic | Change Computer Oriented Programs Employee Absenteeism Foreign Countries Information Management Job Satisfaction Library Administration Measurement Techniques Morale Motivation Organizational Climate Personnel Policy Productivity Recognition (Achievement) Self Management Work Environment Working Hours |
| url | https://eric.ed.gov/?id=ED405874 |