Employee Attendance Policy
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The document outlines an employee attendance policy, including defining absenteeism, causes of absenteeism such as accidents/illnesses and personal/transportation problems, trends in absenteeism, goals of an attendance policy, the new employee process, consequences of absenteeism such as innocent versus culpable absenteeism, ways to deal with absenteeism including changing management style and working conditions, benefits of employee retention such as saving costs, and an employee termination process involving warnings and termination after three offenses.
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The document outlines an attendance policy for a workplace. It defines absenteeism and discusses its causes. The policy differentiates between excused and unexcused absences and describes acceptable reasons for each. It identifies goals of the policy as reducing absenteeism and maintaining engagement. The policy assigns responsibilities to directors, managers, and employees. It describes disciplinary steps that may be taken for unauthorized absences and notes the benefits of the policy as increased punctuality, productivity, and optimal use of resources.
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This document outlines the leave policies for employees including annual leave, sick leave, maternity leave, compensatory leave, public holidays, and leave without pay. Key points include:
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Attendance Policy
The document outlines an attendance policy for a workplace. It defines absenteeism and discusses its causes. The policy differentiates between excused and unexcused absences and describes acceptable reasons for each. It identifies goals of the policy as reducing absenteeism and maintaining engagement. The policy assigns responsibilities to directors, managers, and employees. It describes disciplinary steps that may be taken for unauthorized absences and notes the benefits of the policy as increased punctuality, productivity, and optimal use of resources.
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To get a copy of this HR Policy, share your views about the document with your email id in Comments section... I keep on updating my presentations and documents. To ensure that you don't miss any update or new uploads don't forget to press the "FOLLOW" and "LIKE" button. You can also mail me at manigarg21@gmail.com
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This document discusses occupational stress, including its definition, causes, and effects. It defines occupational stress as the response people have when work demands exceed their abilities and challenge their ability to cope. Common causes of stress include shift work, downsizing, workload pressure, and harassment. Early symptoms of stress include physical issues like headaches as well as psychological impacts like anxiety. If exposure to stressors continues over time, it can lead to serious health problems like heart disease. The document also notes that stress affects women more than men due to dual responsibilities and gender discrimination in the workplace. It provides recommendations for managing stress at both the individual level through lifestyle changes and at the organizational level through improved work conditions and employee support.
pre.pdf
This document discusses occupational stress, including its definition, causes, effects, and strategies for management and prevention. It notes that occupational stress is associated with physical or psychological disorders from an occupational environment, and can be caused by work responsibilities, culture, conflicts, or prolonged exposure to stressors. Common effects are psychological, behavioral, and physical problems. The document provides individual and organizational strategies to manage stress, such as balancing work/life, relaxation, medical checks, recognition programs, career development, and ensuring clear communication and decision making processes. It emphasizes the need for identifying and addressing stressors through surveys, analysis, and corrective measures.
Healthier employee engagement has a positive effect on an organisation’s bus...
To get a performance breakthrough in your organisation, you have to rework your organization. Doing that means significant change across all the pieces. Along with creating a new strategic intent, you have to change your organization, your system, your technologies your employee's talent and their engagement in the organisation.
Healthier Employee engagement has a positive effect on an organisation’s business performance.Engaged employees and healthier employeesare happier and more fulfilled. They look forward to going to work, and are eager to take on challenges and pursue personal and professional growth. And since most of us spend the majority of our waking hours at work, employee engagement elevates our overall quality of life.Thus EMPLOYEE HEALTH AND ENGAGEMENT GO HAND IN HAND
Cbi employee-health-absence-conference-neil-budworth
The document discusses managing employee health and well-being to increase work productivity. It provides examples of programs an energy company implemented, such as health tours, functional restoration, and stress/mental health support. Common barriers to returning to work like myths and difficult cases are also addressed. The company experienced positive results like reduced absence and earlier interventions.
Stress Management
The document discusses the causes and effects of stress at work. It identifies five common causes of stress including personal life, job responsibilities, membership in groups, work-life balance, and environmental uncertainty. Stress can lead to physiological symptoms like rapid heartbeat and fatigue, psychological issues like depression, and behavioral changes like irritability. The document also provides six steps to overcome stress, such as determining motivation for change and identifying barriers to a stress management plan.
Stress Management
The document discusses stress in three parts: general stress, stress at work, and stress management. It defines stress and lists common stressors and symptoms. Stress can be caused by factors like relationships, environment, work overload, and deadlines. Left unmanaged, stress may lead to illnesses like heart disease or gastrointestinal issues. The document also identifies sources of stress at work like unreasonable demands, lack of job security, and long hours. It concludes with recommendations for managing stress both external and internal sources through changing habits, maintaining a positive attitude, and using stress control techniques.
Stress management
The document discusses stress in three parts: general stress, stress at work, and stress management. It defines stress and lists common stressors and symptoms. Stress can be caused by factors like relationships, environment, work overload, and deadlines. Left unmanaged, stress may lead to illnesses like heart disease or gastrointestinal issues. The document also identifies sources of stress at work like unreasonable demands and long hours. It concludes with recommendations for managing stress both external and internal sources through changing behaviors, getting enough sleep, maintaining a positive attitude, and using stress control techniques.
Stress Management leaflet
Excessive stress leads to lower productivity and failure
to achieve goals. Identifying stress and the causes at an
early stage will help your team to be more successful as
well as save someones health.
Job Dissatisfaction
This document discusses job satisfaction and dissatisfaction. It defines job satisfaction as having a positive attitude towards one's job, while dissatisfaction is a negative attitude. It measures job satisfaction based on the nature of work, supervision, pay, promotion opportunities, and coworker relations. Common causes of dissatisfaction are low salaries, lack of promotions, unfair rewards, age, education level, supervision, work groups, and working conditions. The document also discusses specific causes of demotivation for employees in the BPO sector, such as odd working hours, lack of work-life balance, lack of appreciation, too much work, and health issues. Ways for employees to express dissatisfaction include voicing concerns, remaining loyal, neglecting work
SPECIAL GROUPS IN ORGANISATIONAL COUNSELLING
This document discusses special groups that may require organizational counseling, including employees with family problems and those with alcoholism or drug abuse. It notes that workplace counseling can help address work-life conflicts faced by employees with family issues by helping them set boundaries and find support. The document also outlines signs of alcoholism, such as an inability to control drinking despite issues, as well as how substance abuse negatively impacts work through increased absenteeism and lower productivity. It provides recommendations for how employers can address substance abuse issues through employee education programs, drug testing, and ensuring supervisors are aware of assistance policies and programs.
Productive behavior and counterproductive behavior1
This document discusses productive and counterproductive workplace behaviors. It defines productive behavior as actions that contribute positively to organizational goals, such as an accountant handling accounts accurately and timely. Counterproductive behaviors run counter to organizational goals and reduce productivity. Examples include absenteeism, tardiness, long breaks, substance abuse, sloppy work, theft, sabotage, harassment, and gossip. The document provides tips for encouraging productive behaviors through clear job roles, training, fair pay, and recognition, as well as preventing and addressing counterproductive behaviors.
Absentism
Absenteeism refers to employees failing to report to work when scheduled. It can be authorized, such as sick leave, or unauthorized. High absenteeism decreases productivity and increases costs. Common causes include personal issues, job dissatisfaction, stress, and transportation problems. Counseling can help employees address the root causes of their absenteeism by allowing them to make positive changes to their attitudes and behaviors. Employers should also implement measures like flexible scheduling, improved working conditions, benefits, and time off policies to reduce absenteeism.
Sorry, but I need to resign
Presented by: Bice Awan, Skylight
and Julie Crawley, EAPWorks
at OHSIG 2014, Wednesday 10/9/14, Lower NZI Room, 10.45am
Taylor & Emmet - Managing Absence Masterclass
The employment law experts at Taylor & Emmet recently conducted a T & E Advance Managing Absence Masterclass. The event was fully booked and therefore for those of you who were unable to attend we have shared the slides from the event. If you have any questions on the subject of employee absence please contact Tom Draper on 0114 2184311.
DHRUV BHIKHA STRESS PRESENTATION
The document discusses various sources of stress both personal and professional. It outlines different types of stress including negative stress which can impact one's emotional, physical and behavioral health. Stress is linked to illnesses like heart disease, anxiety and depression. Common stressors mentioned are work pressures, life changes, unrealistic expectations and lack of control or support. The document then provides stress management techniques such as relaxation, sleep, exercise and changing negative self-talk. Building resilience through confidence, relationships and problem-solving is advised to help manage stress.
Absence Management Presentation
The document discusses developing a strategic approach to absence management. It covers collecting absence data, analyzing trends, reviewing causes of absence, and managing both short-term and long-term absence. The key aspects are having clear policies and procedures, communicating standards, supporting genuine needs for absence while addressing problem absence, and maintaining contact and support for employees during and after long-term absence.
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Chapter wise All Notes of First year Basic Civil Engineering.pptx
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
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Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
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1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
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Employee Attendance Policy
- 1. Employee Attendance Policies BY: TEAM 1
- 2. Definition of Absenteeism: Failure of employees to report for work when they are scheduled to work.
- 4. A honest and stable policy is important for business.
- 5. An effective attendance policy helps the business ensure employees can accomplish the workPurpose Of Attendance Policy
- 6. Serious Accidents/Illnesses Poor Working Conditions Boredom No Job Satisfaction Poor Supervision Stress Personal/Transportation Problems Poor Physical Fitness/Nutrition Causes of Absenteeism:
- 7. Accidents & Illnesses Accidents can happen at any time and are uncontrollable and employers will understand if this were to keep you from work Everybody gets sick at some point in their lives, but it becomes a problem when you are ALWAYS sick and ALWAYS calling off work because you have a stuffy nose.
- 9. Compromise to get as comfortable as possible:
- 10. Better Chair
- 12. Find ways to make it more enjoyable
- 14. Do your job to the best of your ability
- 15. Supervision is not you concern
- 16. Stay Calm
- 18. Relax
- 19. Take a walk in fresh air to ease your mind
- 21. Leave them at home and focus on your work while at work
- 22. Always have a back up plan in case your car breaks down
- 24. Get a gym membership
- 25. Do be so sedentary
- 26. Pack a healthy lunch and snacks
- 27. Do not eat fast food all the time
- 28. Drink only water
- 30. Women are absent more frequently than men
- 31. Younger employees are absent more frequently than older employees
- 32. Older employees are absent for longer periods of timeTrends in Absenteeism
- 34. More meaningful job, greater motivation for regular attendance
- 35. High expectations are discouraged employees are more likely to quit
- 36. Low expectations will have negative resultsGoals of Attendance Policy
- 37. Review information in Human Resources Review in hiring department Refer to hiring department Invitation to interview if all reviews went well Accept employment offer Complete all paperwork necessary Pre-employment physical, including drug test Complete new hire orientation New Employee Process
- 39. Refers to employees who are absent for reasons beyond their control; like sickness and injury Innocent absenteeism
- 40. Consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his or her attendance Culpable absenteeism
- 41. Change Management Style Change Working Conditions Provide Incentives Develop an Attendance Policy How to Deal with Employee Absenteeism
- 42. Cost of Replacing an Employee
- 43. Cost of Retaining Employee
- 44. Saving Employees=saving $$$$$$$$$$$$$$$$$ Happy employees means better job performance. Losing Employees means company looses money hiring more employees Benefit of employee retention
- 45. When all else fails…
- 46. The employment termination process usually involves, a first verbal warning, then a written warning then termination after the third offence. Employee Termination process
- 47. Culpable absenteeism consists of absences where it can be demonstrated that the employee is not actually ill and is able to improve his or her attendance. In this case, disciplinary procedures may be appropriate. When termination is appropriate