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This 16-page paper discusses the problem of workplace absenteeism and how companies can work to manage excessive absenteeism. Bibliography lists 15 sources.
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16 pages (~225 words per page)
File: AS43_MTabsework.rtf
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listed below. Citation styles constantly change, and these examples may not contain the most recent updates. MANAGING ABSENCES Research Compiled by
4/2010 Please Introduction Among many things employers dont like to hear when
they pick up the phone or pull messages off their voice mail are the words "boss, Im not able to come in today because . . ." What it means
for the boss is some shifting around of duties, and the question as to when the employee might actually return to work. This is especially concerning if the employee is
chronically absent for one reason or another. There is reason for companies to be concerned about absenteeism. According to the Society for Human
Resource Management, absenteeism, a situation in which the employee doesnt report to work cost companies in the United States $118 billion annually in 2006, excluding medical expenses (Multicultural Business Council,
2007). The SHRM grouped illness into five categories: with personal illness accounting for 35% (Multicultural Business Council, 2007). Other categories include family issues (21%); personal needs (18%), entitlement mentality -
in other words "I deserve this day off because Ive been working so hard" (14%) and stress making up the rest at 12% (Multicultural Business Council, 2007).
Meanwhile, in the United Kingdom, the 2007 Confederation of British Industry/AXA Absence Survey estimated that the cost of absence to employers was ?13 billion a
year, while the cost per employee ended up clocking in at ?659 (Madden, 2009; 37). These are just direct costs. What sometimes
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