Who is responsible for managing absence?

Abstract

Continuing pressure to increase business competitiveness means that organisations are looking for new ways in which to increase efficiency and reduce costs. The old adage says that a company's greatest asset is its people. It is also business law that improving the returns achieved on assets can increase profitability. In terms of staff costs, that could mean increasing productivity, or reducing time lost through staff absence. This paper focuses on absence management, a growing trend in the USA, and one set to spread through the UK. In particular, the paper considers the specific communications issues raised by actively managing absence in the UK. This paper examines how an active approach to absence management could be seen as a challenge to the psychological contract between employer and employee. If any such policy is to succeed there has to be open communication between staff, line managers and senior management about the business case for adopting a new approach. Those responsible for communicating the policy require a clear understanding of the business issues involved, foresight as to the benefits and threats to staff, and an honest appraisal of the organisation's existing culture which will determine how easily absence management objectives can be fulfilled.

Citation

Gamble, K. and Mainland, K. (1998), "Who is responsible for managing absence?", Journal of Communication Management, Vol. 2 No. 4, pp. 396-402. https://doi.org/10.1108/eb023480