Labour Absence and Turnover in Australia

Abstract

Australia has seen very little research into labour absence and turnover, particularly over the past decade. This article presents the findings of a survey conducted in 1988, and provides current rates of labour absence and turnover in Australia by industry and establishment size. INTRODUCTIONThe declining isolation of the Australian market as a consequence of improved technology, reduced protection levels and the increasing internation~:lizatian of the world economy, has put Australian companies under increasing pressure to improve their productivity. Excessive absenteeism or labour turnover can significantly add to labour costs and thus reduce a company's productivity and overall competitive position. The costs of providing substitute staff for absentees and the costs of recruiting and training large numbers of new staff can represent a major financial burden to employers. High levels of absenteeism or turnover may also reduce both the quantity and quality of production output or service delivery.Research indicates that excessive absenteeism and labour turnover are frequently found to be symptoms of other problems within organizations, such as inappropriate remuneration and incentive systems, ineffective human resource management policies, poorly trained management and supervisory staff, unsatisfactory work environments, negative workplace 'cultures', and poorly structured and organized work roles. While absenteeism and labour turnover, can be greatly influenced through various management practices (see Wooden 1988), it is very important to first determine the extent, cost and cause of these problems within the organization, as shown in Figure 1.This paper presents some of the results of a survey of 341 worksites throughout Australia. We report on current absence and labour turnover rates within these establishments and compare these with previous research. Particular emphasis is given to differences between industry groups and between establishments of different size. BACKGROUND TO THE SURVEY

Absenteeism in Nursing: A Longitudinal Study

“…They suggest that the controllable figure is about 50 percent of all absences. Factors associated with absenteeism have been documented as workplace size (Kriegler & Wooden, 1990), gender (Phillipson & Geddes, 1978), age (Zanko, 1989 andWooden, 1990), marital status (Redfem, 1978), position and qualifications (Taunton et al, 1989).…”

“…A combination of actions is generally necessary (Absenteeism, 1979). Kriegler and Wooden (1990) identify six important stages in the research and control of absenteeism and turnover, which we have used, with modifications, in our study of absenteeism (figure 1).…”

Dual Careers, Dual Loyalties: Management Implications of the Work/Home Interface

“…More flexible employment practices, which are appropriate to individual employers and their employees, might include not only employer-sponsored childcare provisions, but also a recognition that taking time off by either parent for family needs, such as sick children or dependent or aging relatives, constitutes not a privilege but a legitimate response to social needs. At present, because such absence has not normally been countenanced under industrial arrangements, many employees are forced to resort to sick leave provisions, and this may well be a factor contributing to the considerable number of days lost due to sickness in Australia (Kriegler & Wooden, 1990).…”