CC The Journal Vol. 12 Oct. 2016 ISSN 1655-3713
Absenteeism and Tardiness to Work among Non-Teaching
Personnel: Causes and Management Strategies
Dr. Carlota A. Aquino
Dr. Rafael D. Mora
Prof. Aida B. Deonaldo
Dr. David C. Bueno
==============================================
Abstract—This study analyzes the causes and management strategies employed by the school
administration on absenteeism and tardiness among non-teaching personnel at Columban College, Inc.,
Olongapo City. Specifically, the objectives of this study are to: (1) analyze the actual absenteeism and
tardiness cases in the College; (2) analyze the reasons/ causes of absenteeism and tardiness among
non-teaching personnel; (3) analyze the perceived impact of absenteeism on the school operation and
management; (4) analyze how the school administration deals (types of action) with absenteeism and
tardiness among non-teaching personnel; and (5) identify possible implications related to absenteeism/
tardiness or unexcused absence policy or its enforcement and develop intervention strategies/ suggestions
in the future as a result of information collected during the study. There is a slim decrease in the
percentages of absenteeism and increase in tardiness cases from 2013 to present. Fatigue/tiredness and
sick child are the common reasons for non-teaching personnel to be absent from work. They also
mentioned family/ domestic problems, overslept, sickness and poor working conditions as possible
reasons/ causes of absenteeism or tardiness. Theft in areas uncovered/vacant posts and students/clients
being unhappy with the school service are the common impacts of absenteeism and tardiness at work.
They also believe that absenteeism and tardiness may result to contracting companies/ losing contract,
financial losses for the school, lack of service delivery, loss of time and money, poor performance and
service delivery, loss of students/clients, creating a poor image of the school in general, cancellation of
contracts, high staff turnover, loss of value for the school as a whole, reflecting poorly on the level of
professionalism of personnel, and affecting the relationship between stakeholders and school authorities.
The non-teaching personnel are aware and knowledgeable relative to the various types of actions against
absent or tardy employees. They are receiving verbal/oral warning, one week suspension, and deduction
of certain amount from their salaries. However, dismissal from duty, written warning, two weeks
suspension and disciplinary hearing are moderately implemented by the school administration.
Findings imply that rewards (incentives) to those who are not always absent be considered by the
administration. Moreover, other implications are accounted relative to good communication channels,
performance appraisals, training needs, motivation, clear written policies and procedures, counseling,
proof of absence, leave days, emotional support, communication and listening skills, disciplinary
measures, personnel salaries, promotion and overtime pay.
Keywords – Institutional research, absenteeism, tardiness, non-teaching personnel, descriptive-survey
design, Columban College, Inc., Olongapo City, Philippines
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INTRODUCTION
Given the pressures being placed upon a school to achieve enhanced
levels of performance and reduced costs. It is essential that aspects of school
life that adversely affect these are minimized. One aspect is absenteeism. In a
cost-conscious and increasingly competitive marketplace, absenteeism can have
a significant impact on the school performance. Columban College, Inc. can no
longer afford to carry unnecessary absence, and hence there is an increased
focus on the issue of eliminating, or at the very least, reducing unnecessary
levels of absenteeism among non-teaching personnel.
This study focuses on the extent and impact of absenteeism among
non-teaching personnel at Columban College, Inc; the causes of absenteeism,
and how this absenteeism can be prevented.
Absenteeism refers to the failure of an operative to report to work
when work is available to him. As used in the study, overall absenteeism is
made up of three components, namely: (1) Leave sanctioned by management
referred to in this report as authorized absence; (2) Absence without any prior
information to and permission from management referred to as unauthorized
absence; and (3) Certified sickness.
Absenteeism is defined as the lack of presence of an employee of a
planned work (Johns, 2002; Kristensen, Juhl, Eskildsen, Nielsen, Frederiksen,
Bisgaard, 2006). Rogers and Herting (1993) defined absenteeism as a choice
made by employees, which occurs when an employee is absent due to reasons
other than illness. Absence can be divided into an involuntary part and a
voluntary part. Involuntary absence, e.g. certified sickness or funeral
attendance, is beyond the employee’s immediate control, whereas voluntary
absence, e.g. uncertified sickness and shirk, is under the direct control of
employee and is often based on personal aims (Nielsen, 2008). For this study,
absenteeism is defined as unscheduled absence from work, regardless of the
reason, including long and short term disability. James and Brian (1992) stated
that, absenteeism takes two forms. These two forms are frequently offended
and long-term absentee. Frequent offender is deliberate and planned and is
usually the result of satisfying the urge for an attitude adjustment. This form
places a temporary inconvenience on the manager who must find a substitute
for the day or delegate the absent worker’s workload to other individuals. The
second form, the long term absentee, is unplanned and usually results from a
work of non work injury and is not correlated to employee’s attitude, abilities
or value system. They found out, this second type has more prohibitive costs in
terms of indemnity.
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Absences can lead to many problems for the business. Some of these
are as follows (Kautish and Kautish, 2009): Increased operating expenses:
Absenteeism increases operational costs of a company. If an employee does
not go to work, his/her work will be assigned to other colleagues that already
have workload. Work overload can lead to delays in the delivery times of
projects and management will have to pay for overtime of other employees.
Thus, operating costs will be increased. The collapse of employee morale:
Work of the absent employee overloads another employee and this additional
workload definitely affects the morale of these employees negatively. This
situation does not only decrease efficiencies of employees, but also increases
stress. Even if employees get payment for extra work hours, this will result to
lack of communication in the workplace and extra cost for the company.
Moreover, the failure of management to cope with absenteeism will decrease in
employees’ motivation. Delays on the project: If an employee does not come
to work on a regular basis, there will be inevitable delays on the projects. This
situation will increase operational costs and therefore would decrease
customer's satisfaction.
The events described above are only some of the problems created by
absenteeism. In fact, the management, which is more aware of the importance
of effective use of diminishing resources every day, will impose many
restrictions on the company such as less workers more work; less resources and
less energy consumption more productive. In other words, companies will
force employees to do extra work in a variety of tasks. Thus, an absence of an
employee at work may impose unplanned delays. In order to control or reduce
absenteeism, which causes this type of problems, businesses can perform a
variety of applications. Some of these are to make work more attractive to
employees, to make absenteeism, less desirable to employees, and to reduce the
difficulties regarding their job (Jex, 2002).
Literally, the term “lateness” implies a situation where an individual
arrives after the proper, scheduled or usual time (Oxford Advanced Learners’
Dictionary, 5th ed., 1995). Furthermore, Lauby (2009) puts it as a term used to
describe “people not showing up on time”. Breezes, et.al. (2010) contributed
by saying that lateness is synonymous with “tardiness”, which implies being
slow to act or slow to respond, or not meeting up with proper or usual timing.
It is obvious that lateness could be seen as a system of network
breakdown (Peretomode, 1991); a situation of not meeting up with a program
or a function of time. Thus, time is the criterion and a determinant of lateness.
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OBJECTIVES OF THE STUDY
This study analyzes the causes and management strategies employed
by the school administration on absenteeism and tardiness among nonteaching personnel at Columban College, Inc., Olongapo City. Specifically, the
objectives of this study are to: (1) analyze the actual absenteeism and tardiness
cases in the College; (2) analyze the reasons/ causes of absenteeism and
tardiness among non-teaching personnel; (3) analyze the perceived impact of
absenteeism on the school operation and management; (4) analyze how the
school administration deals (types of action) with absenteeism and tardiness
among non-teaching personnel; and (5) identify possible implications related to
absenteeism/ tardiness or unexcused absence policy or its enforcement and
develop intervention strategies/ suggestions in the future as a result of
information collected during the study.
METHODOLOGY
The descriptive-action research design of research was used in the
study to obtain information concerning the present situation of the personnel
with respect to absenteeism and tardiness as well the related policies. This
research design describes the nature of a condition as it takes place during the
time of the study and to explore the cause or causes of a particular condition.
According to Bueno (2016), action research design is used to develop new
skills or new approaches and to solve problems with direct application to work
setting. It is practical and directly relevant to an actual situation in the working
world. The population of this study was the actual and the total number of
non-teaching personnel currently employed in the College. Thus, no sampling
technique was used in the selection of the study subjects. The survey- checklist
was the main instrument in data gathering relative to the causes of absenteeism
and tardiness among non-teaching personnel. Documentary analysis of the
actual cases of absenteeism and tardiness was conducted based on the data
obtained from the HRD during the time of the study. The researchers also
conducted personal interviews and retrieved all questionnaires from the
concerned personnel. The researcher took into account the ethical issues such
as the confidentiality of the data gathered and the anonymity of the personnel
in the administration of the questionnaires. The data gathered were tabulated
and analyzed using the following statistical measures: Percentage was used to
determine the proportion of the personnel in terms of absenteeism and
tardiness cases as well as the strategies employed by the school administration;
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and Mean was used to determine the final weight of each item on the causes of
absenteeism and tardiness among personnel.
RESULTS AND DISCUSSION
1. Actual Absenteeism and Tardiness Cases during A.Y. 2013-Present
In 2013-2014, out of 102 personnel, there were 97 or 95.05%
absenteeism and 40 or 39.22% tardiness cases recorded. Furthermore, out of
95 personnel in 2014-2015, there were 89 or 93.68% absenteeism and 38 05
40.00% tardiness cases, and in 2015-present, out of 90 personnel, there were 84
or 93.33% absenteeism and 41 or 45.56% tardiness cases. It can be noted that
there is a slight decrease in the percentages of absenteeism and increase of
tardiness cases during these academic years. Some of the reasons for the
occurrence of these cases are further reflected such as fatigue/tiredness, sick
child, family/ domestic problems, overslept, sickness and poor working
conditions.
2. Reasons/ Causes of Absenteeism/ Tardiness
The non-teaching personnel strongly believed that fatigue/tiredness
were the foremost reasons of absenteeism while sick child was the next.
Moreover, family/ domestic problems, overslept, sickness and poor working
conditions are moderately mentioned as possible reasons/ causes of
absenteeism or tardiness among personnel.
According to them, salaries are paid on time. Other possible reasons
such as not interested in going to work (on that day), boredom at work
(routine daily tasks), long working hours, lack of benefits, wanted to take off,
angry with supervisor, no motivation, low morale, favoritism, unqualified
managers, no channel of communication, ill treatment by immediate superior,
poor supervision, drunk/drug abuse, lack of discipline, refusal to approve
application for leave, lack of functional and effective punctuality policy, and
distance between residence and school were not identified as reasons for
absenteeism among the personnel.
According to Price (1995) demographic characteristics directly affect
absenteeism. First, if any demographic variable is found to be causally related
to absence behavior, research may proceed to examine the possible role of
specific mediating variables (job satisfaction, motivation e.g.) in the direct
effect thus covered (Rosenblatt and Shirom, 2005).
Rogers and Herting (1993) defined absenteeism as a choice made by
employees which occurs when an employee is absent due to reasons other
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CC The Journal Vol. 12 Oct. 2016 ISSN 1655-3713
than illness. Absence can be divided into an involuntary part and a voluntary
part. Involuntary absence, e.g. certified sickness or funeral attendance, is
beyond the employee’s immediate control, whereas voluntary absence, e.g.
uncertified sickness and shirk, is under the direct control of employee and is
often based on personnel aims (Nielsen, 2008).
3. Perceived Impact of Absenteeism and Tardiness on the School
Operation and Management
As revealed by the respondents, they agreed that theft in areas
uncovered/vacant posts and students/clients were not happy with the school
service if they are absent or tardy for work.
Moreover, they moderately agreed that contracting companies losing
contract, financial losses for the school, lack of service delivery, loss of time
and money, poor performance and service delivery, loss of students/clients,
create a poor image of the school in general, cancellation of contracts, high
staff turnover, loss of value for the school as a whole, reflected poorly on the
level of professionalism of personnel, and affect the relationship between
stakeholders and school authorities were some of the possible impacts or
effects on the school operation and management.
Absences can lead to many problems for the business. Some of these
are as follows (Kautish and Kautish, 2009): Increased operating expenses:
Absenteeism increases operational costs of a company. If an employee doesn’t
go to work, his/her work will be assigned to other colleagues that have already
workload. Work overload can lead to delays in the delivery times of projects
and management will have to pay for overtime to other employees. Thus,
operating costs will be increased. The collapse of employee morale: Work of
the absent employee overloads another employee and this additional workload
negatively affects the morale of these employees. This situation not only
decreases efficiencies of employees, but increases stress as well. Even if
employees get payment for extra work hours, this will result to lack of
communication in the workplace and extra cost for the company. Moreover,
failure of the management to cope with absenteeism will decrease in employees
‘motivation. Delays on the project: If an employee does not come to work on a
regular basis, there will be inevitable delays in the projects resulting increase
operational costs and therefore decrease customer's satisfaction.
The events described above are only some of the problems created by
absenteeism. In fact, managements, which are more aware the importance of
effective use of diminishing resources everyday, will impose many restrictions
in company such as less workers, more work; less resources and less energy
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CC The Journal Vol. 12 Oct. 2016 ISSN 1655-3713
consumption more production. In other words, companies will force
employees to do extra work in a variety of tasks. Thus, an absence of an
employee at work may impose unplanned delays. In order to control or reduce
absenteeism, which causes this type of problems, businesses can perform a
variety of applications. Some of these are to make his work more attractive to
employees, to make absenteeism, less desirable to employees, and to reduce the
difficulties regarding their job (Jex, 2002).
4. Types of Action Against Absent/ Tardy Personnel
The personnel agree that verbal/ oral warning, one week suspension
and money deducted from their salaries are acted upon those who are always
absent and tardy. Thus, dismissal from duty, written warning, two weeks
suspension and disciplinary hearing are moderately implemented by the school
administration. This means that the non-teaching personnel are aware and
knowledgeable relative to the various types of actions against absent or tardy
employee. Moreover, they are receiving verbal/oral warning, one week
suspension, and deduction of certain amount from their salaries.
Abernathy (1989) cites studies which show that tardiness and
absenteeism are two common reasons for employee terminations. Private
business and government entities alike use these measures to impose discipline
and fire employees. The objectivity and relative ease in data collection of
tardiness and absenteeism records appeal to human resources departments.
5. Suggestions for the Administration to be Implemented
Suggestions were also obtained from the personnel for implementation
by the school administration to avoid absenteeism/ tardiness among personnel.
They strongly recommend that rewards (incentives) to those who are not
always absent be provided.
Other suggestions are there must be good communication channels,
absenteeism must be incorporated in theperformance appraisals, training needs
of the personnel must be satisfied, motivate and encourage personnel better,
long working hours should be cut (shortened to more acceptable levels), there
must be clear written policies and procedures for dealing with absenteeism,
counsel those who are regularly absent, proof of absence must be demanded
(legitimate sick notes and medical certificates even for a one-day sick leave
absence), provide more leave days over a year period, give emotional support
to employees, improve communication and listening skills for management,
review and implement disciplinary measures across the board fairly in all
justified cases, eliminate favoritism practices by superior, increase personnel
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CC The Journal Vol. 12 Oct. 2016 ISSN 1655-3713
salaries, promote employees who deserve to be promoted, and pay overtime
worked accordingly.
Work tardiness and absenteeism data are used by business for many
reasons such as determining if training had an effect on work habits
(Abernathy, 1999) and examining the dimensions of alienation from work
(Cummings and Manning, 1977).
Employers also watch tardiness and absenteeism rates because they
affect profitability. Companies lose productivity if employees are late or
missing. Businesses may need to maintain a substitute or “on-call” list or pay
overtime to regular workers to fill gaps left by absent employees. These
substitutes may not be as familiar or as skilled at a job, or they may be tired
from working extra hours. Their output is less; the product is low quality, and
higher accident rate. Yet, employers may be reluctant to terminate unreliable
workers because turnover affects profits (Hacker, 2003). Time is money to
business, and it takes time to hire and train new employees. When
unemployment rates are low, employers have fewer applicants from which to
choose and no guarantee that the individuals they hire will be “better” than the
ones who were fired.
CONCLUSIONS AND RECOMMENDATIONS
There is a slim decrease in the percentages of absenteeism and increase
in tardiness cases from 2013 to present. Fatigue/tiredness and sick child are the
common reasons for non-teaching personnel to be absent from work. They
also mentioned family/ domestic problems, overslept, sickness and poor
working conditions as possible reasons/ causes of absenteeism or tardiness.
Theft in areas uncovered/vacant posts and students/clients being unhappy
with the school service are the common impacts of absenteeism and tardiness
at work. They also believe that absenteeism and tardiness may result to
contracting companies/ losing contract, financial losses for the school, lack of
service delivery, loss of time and money, poor performance and service
delivery, loss of students/clients, creating a poor image of the school in
general, cancellation of contracts, high staff turnover, loss of value for the
school as a whole, reflecting poorly on the level of professionalism of
personnel, and affecting the relationship between stakeholders and school
authorities. The non-teaching personnel are aware and knowledgeable relative
to the various types of actions against absent or tardy employees. They are
receiving verbal/oral warning, one week suspension, and deduction of certain
amount from their salaries. However, dismissal from duty, written warning,
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CC The Journal Vol. 12 Oct. 2016 ISSN 1655-3713
two weeks suspension and disciplinary hearing are moderately implemented by
the school administration.
The findings imply that reward (incentives) to those who are not
always absent be considered by the administration. Moreover, other
implications are accounted relative to good communication channels,
performance appraisals, training needs, motivation, clear written policies and
procedures, counseling, proof of absence, leave days, emotional support,
communication and listening skills, disciplinary measures, personnel salaries,
promotion and overtime pay.
The school administration, through the Human Resources
Department (HRD), should take into consideration the various reasons of
absenteeism and tardiness among non-teaching personnel. Analysis of these
factors should be considered in the review and planning of strategic
intervention program. The school administration, through the HRD, should
consider provisions on best practices and working conditions. Work-life
balance related activities should be increased towards reducing absenteeism and
tardiness cases. Absenteeism and tardiness among non-teaching personnel
should be properly managed to avoid possible theft in areas uncovered/vacant
posts and students/clients being unhappy with the school services. Further
related studies on the financial losses of the school, work performance and
service delivery as results of absenteeism and tardiness may be conducted to
establish connections to the findings. The school administration, through the
HRD, should provide continuous orientation activities on the various types of
actions against absent or tardy employees. Other disciplinary procedures such
as dismissal from duty, written warning, two weeks suspension and hearing
should be reviewed. The school administration should consider reviewing the
rewards (incentives) system for non-absentee personnel. Inclusion and review
of good communication channels, performance appraisals, training needs,
motivation, clear written policies and procedures, counseling, proof of absence,
leave days, emotional support, communication and listening skills, disciplinary
measures, personnel salaries, promotion and overtime pay to the operational
plan.
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