Managing Employee Absenteeism |
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Page 60
... employee job expectations ( for example , when an employee becomes more " marketable " and begins to reexamine what he or she expects from the job ) can influence an employee's view of the importance of coming to work . Other examples of ...
... employee job expectations ( for example , when an employee becomes more " marketable " and begins to reexamine what he or she expects from the job ) can influence an employee's view of the importance of coming to work . Other examples of ...
Page 74
... employee decreased to 2.4 from 5.8 during the previous year . Government employees A program covering 2400 municipal government employees gave employees two rewards ( Woska , 1972 ) . First , they received an annual payment of 25 ...
... employee decreased to 2.4 from 5.8 during the previous year . Government employees A program covering 2400 municipal government employees gave employees two rewards ( Woska , 1972 ) . First , they received an annual payment of 25 ...
Page 105
... employees could see it . Each day the supervisor placed a blue dot next to the name of each employee on the job and a red dot next to the name of each absent employee . When an employee returned to work after an absence period , rather ...
... employees could see it . Each day the supervisor placed a blue dot next to the name of each employee on the job and a red dot next to the name of each absent employee . When an employee returned to work after an absence period , rather ...
Contents
CHAPTER | 1 |
CHAPTER THREE | 2 |
Problems in the Study of Absenteeism | 11 |
Copyright | |
15 other sections not shown
Common terms and phrases
ability to attend absence behavior absence culture absence rates absenteeism accidents addition analysis Applied approach associated Atkin attendance attendance motivation attitudes average benefits cause Chapter child child-care companies consequences continued costs decreased determine discipline discussed effective employee absenteeism employees estimated examined example expectations factors Finally frequency Goodman higher identified implemented important improving increased individual industries influence involvement Journal less lost measures methods Moreover negative Nicholson operators organization organizational participation percent performance period Personnel policies positive practices problems productivity programs Psychology punishment reasons reduce reinforcement relationship reported responses Review rewards schedule Second shift sick sick leave situation smoking Source Steers strategies stress studies suggested survey Table task tion variables workers