The management approaches by principals for teacher absenteeism in the township high schools in the Port Elizabeth district of education
- Authors: Nogaga, Andile Selwin
- Date: 2012
- Subjects: Absenteeism (Labor) -- South Africa -- Port Elizabeth , High school principals -- South Africa -- Port Elizabeth , High schools -- Administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8813 , http://hdl.handle.net/10948/d1018687
- Description: The aim of this study was to explore views of the township high school principals regarding their approaches to teacher absenteeism management, with the objective of formulating an integrated strategic management model, which can be used to manage teacher absenteeism. To realise this goal, the following actions were undertaken: A literature study was conducted to uncover the absenteeism curbing strategies that will assist the school principals to deal with teacher absenteeism. A literature study was also conducted to determine the scope and the nature of teacher absenteeism as well as the legal framework that governs the management of absenteeism. A documental analysis of the policies, as provided by the Department of Education, was conducted to determine exactly what they entail regarding absenteeism management. The forces driving absenteeism and the variables involved in those forces, as well as elements making up those variables were identified and their influences were investigated. Hence, a theoretical framework consisting of these causal variables was developed to focus on the management of teacher absenteeism. As a result of this theoretical framework, an instrument in the form of a questionnaire was designed to determine the principals’ approach to teacher absenteeism as well as their consistency with the model. The survey was conducted in the township high schools in the Port Elizabeth District of Education. The findings from the empirical research indicated a strong agreement amongst the respondents, with the prevalence of unauthorised teacher absences, factors influencing absenteeism, teacher absenteeism management strategies as well as compliance with the teacher absenteeism management programme/plan.
- Full Text:
- Date Issued: 2012
- Authors: Nogaga, Andile Selwin
- Date: 2012
- Subjects: Absenteeism (Labor) -- South Africa -- Port Elizabeth , High school principals -- South Africa -- Port Elizabeth , High schools -- Administration
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:8813 , http://hdl.handle.net/10948/d1018687
- Description: The aim of this study was to explore views of the township high school principals regarding their approaches to teacher absenteeism management, with the objective of formulating an integrated strategic management model, which can be used to manage teacher absenteeism. To realise this goal, the following actions were undertaken: A literature study was conducted to uncover the absenteeism curbing strategies that will assist the school principals to deal with teacher absenteeism. A literature study was also conducted to determine the scope and the nature of teacher absenteeism as well as the legal framework that governs the management of absenteeism. A documental analysis of the policies, as provided by the Department of Education, was conducted to determine exactly what they entail regarding absenteeism management. The forces driving absenteeism and the variables involved in those forces, as well as elements making up those variables were identified and their influences were investigated. Hence, a theoretical framework consisting of these causal variables was developed to focus on the management of teacher absenteeism. As a result of this theoretical framework, an instrument in the form of a questionnaire was designed to determine the principals’ approach to teacher absenteeism as well as their consistency with the model. The survey was conducted in the township high schools in the Port Elizabeth District of Education. The findings from the empirical research indicated a strong agreement amongst the respondents, with the prevalence of unauthorised teacher absences, factors influencing absenteeism, teacher absenteeism management strategies as well as compliance with the teacher absenteeism management programme/plan.
- Full Text:
- Date Issued: 2012
An analysis of key factors responsible for and influencing the rate of employee absenteeism in the construction sector with specific reference to the Ngqura Harbour project
- Authors: Koen-Müller, Magdel
- Date: 2005
- Subjects: Absenteeism (Labor) -- South Africa -- Port Elizabeth , Construction industry -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9263 , http://hdl.handle.net/10948/152 , Absenteeism (Labor) -- South Africa -- Port Elizabeth , Construction industry -- South Africa -- Port Elizabeth
- Description: Absenteeism places huge financial burdens on organisations and has a detrimental effect on productivity. Aware of the direct and indirect costs associated with absenteeism, management must determine what factors are responsible for the absenteeism and how these factors can be rectified in order to reduce the rate of employee absenteeism in the organisation. The study’s main aims were firstly to determine which key factors are responsible for employees being absent from work and secondly, how they can be rectified in order to reduce absenteeism. From the data that was obtained from the literature study stress, substance abuse, lack of job commitment and organisational factors account for some reasons given for absenteeism. Employee absenteeism may also be partly due to not enough emphasis being placed on career development, staff retention and salaries. Other causes of absenteeism include personal responsibilities, lack of motivation and low morale in the workplace. Only recently have managers become aware of the true impact which alcohol and substance abuse have on organisations. More productivity is lost through on-the-job absenteeism than due to any other single factor. On-the-job absenteeism is difficult to define and very difficult to identify. Such absenteeism includes the presence of employees at work while they are sick but incapable of performing to their true capabilities – this often occurring on Mondays or Fridays or the day after payday. With current staff retention programs, mergers and joint ventures, organisations now demand the same level of production with fewer employees. This has given rise to an increase in the level of stress employees experience, which led to stress becoming a key factor responsible for absenteeism. When managing absenteeism the implementation of a proper measurement system is essential. This will enable the company to determine the extent of their absenteeism. An evaluation and comparison of these statistics over a period of time will also shed light on the nature of the absenteeism. These will result in the proactive handling of a company’s absenteeism. This is also the first step away from the acceptance of absenteeism and subsequently the nurturing of an absence culture. Employers can take a number of steps to reduce absenteeism, such as giving responsibility for absence management to senior or human resource managers rather than line managers, introducing return to work interviews, introducing discipline procedures and others. The great majority of absence management solutions completely overlook organisational factors, instead focusing on individual, claim processing and health-related factors in the quest to reduce lost productive days. Absence management programs should focus on organisational (not individual) drivers of absence to encourage a present and committed workforce. Absenteeism will never be eradicated, but through careful management organisations can reduce the absentee rate and the effect it has on the organization.
- Full Text:
- Date Issued: 2005
- Authors: Koen-Müller, Magdel
- Date: 2005
- Subjects: Absenteeism (Labor) -- South Africa -- Port Elizabeth , Construction industry -- South Africa -- Port Elizabeth
- Language: English
- Type: Thesis , Masters , MBA
- Identifier: vital:9263 , http://hdl.handle.net/10948/152 , Absenteeism (Labor) -- South Africa -- Port Elizabeth , Construction industry -- South Africa -- Port Elizabeth
- Description: Absenteeism places huge financial burdens on organisations and has a detrimental effect on productivity. Aware of the direct and indirect costs associated with absenteeism, management must determine what factors are responsible for the absenteeism and how these factors can be rectified in order to reduce the rate of employee absenteeism in the organisation. The study’s main aims were firstly to determine which key factors are responsible for employees being absent from work and secondly, how they can be rectified in order to reduce absenteeism. From the data that was obtained from the literature study stress, substance abuse, lack of job commitment and organisational factors account for some reasons given for absenteeism. Employee absenteeism may also be partly due to not enough emphasis being placed on career development, staff retention and salaries. Other causes of absenteeism include personal responsibilities, lack of motivation and low morale in the workplace. Only recently have managers become aware of the true impact which alcohol and substance abuse have on organisations. More productivity is lost through on-the-job absenteeism than due to any other single factor. On-the-job absenteeism is difficult to define and very difficult to identify. Such absenteeism includes the presence of employees at work while they are sick but incapable of performing to their true capabilities – this often occurring on Mondays or Fridays or the day after payday. With current staff retention programs, mergers and joint ventures, organisations now demand the same level of production with fewer employees. This has given rise to an increase in the level of stress employees experience, which led to stress becoming a key factor responsible for absenteeism. When managing absenteeism the implementation of a proper measurement system is essential. This will enable the company to determine the extent of their absenteeism. An evaluation and comparison of these statistics over a period of time will also shed light on the nature of the absenteeism. These will result in the proactive handling of a company’s absenteeism. This is also the first step away from the acceptance of absenteeism and subsequently the nurturing of an absence culture. Employers can take a number of steps to reduce absenteeism, such as giving responsibility for absence management to senior or human resource managers rather than line managers, introducing return to work interviews, introducing discipline procedures and others. The great majority of absence management solutions completely overlook organisational factors, instead focusing on individual, claim processing and health-related factors in the quest to reduce lost productive days. Absence management programs should focus on organisational (not individual) drivers of absence to encourage a present and committed workforce. Absenteeism will never be eradicated, but through careful management organisations can reduce the absentee rate and the effect it has on the organization.
- Full Text:
- Date Issued: 2005
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