Job satisfaction and absenteeism are directly related, with increasing job satisfaction reducing absenteeism rates. Factors influencing job satisfaction include career growth, safe working conditions, and compensation. Absenteeism can indicate reduced job satisfaction, and studying attendance trends is a quick way to gauge employee needs. However, a low number of absentees does not always indicate job satisfaction, and all factors influencing employee participation and productivity should be considered.
Job satisfaction and absenteeism are two HR conditions that directly relate and indicate the status of each other. Statistically increasing job satisfaction among employees reduces absenteeism rates. Similarly, high absenteeism within an organization can indicate a reduced sense of satisfaction among employees. Determining the factors involved and the connections between job satisfaction and absenteeism have been a challenge for HR professionals for as long as there have been jobs and employers.
Researchers define job satisfaction as an employee’s feeling of satisfaction within their current job role. Factors that influence that contentment include, but are not limited to, career growth opportunities, safe working conditions, a supportive organizational culture, as well as compensation and benefits. Most employees don’t require perfection in all influencing factors, but a reasonable level of tolerable compromises. When the general consensus among employees is that conditions are below par, morale will suffer, bringing to light common problems with job satisfaction and absenteeism. Few employees feel motivated to participate in a job where they feel undervalued, threatened, blocked, or undercompensated, often looking for valid or semi-valid reasons not to go to work.
Absenteeism is a natural part of having human employees. Illness or injury, care of a loved one, jury duty, and vacation are normal and valid reasons for employees not to work. When organizational culture, job responsibilities, working conditions or wages fall below employee expectations, job satisfaction plummets. Subsequently, rates of absenteeism, often masquerading as sick days or medical leave, will increase, although invalid absences will also increase. Studies indicate that regardless of industry or organizational structure, as job satisfaction among employees decreases, absenteeism steadily increases for that organization.
Human resources professionals, government researchers, and academics who study workplace habits typically focus on absenteeism rates to initially gauge job satisfaction among employees. Statistically, trends in job satisfaction and absenteeism are one of the strongest indicators an organization needs to make changes. While other indications, such as decreased productivity, appear first, presence is the easiest factor to spot in large organizations. Studying attendance trends is more predictably accurate, cheaper, and takes less time than surveys, personal interviews, or complex assessments. If an organization wants to gauge how well it meets employee needs, attendance statistics offer a quick assessment.
However, a low number of absentees does not always indicate a strong sense of job satisfaction. Contentment among employees varies based on many factors. For example, a highly motivated employee may tolerate poor working conditions or an unpleasant work atmosphere during times of economic hardship. Therefore, job satisfaction and absenteeism are not the only indicators of stable and beneficial HR practices. Professionals recommend considering all factors that influence employee participation, job satisfaction, job performance and productivity levels.
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