Hospital management is brainstorming ways to reduce absenteeism. Which suggestions from this session deserve further investigation? Note: Credit will be given only if all correct choices and no incorrect choices are selected

Question

Standard Text: Select all that apply. 1. "I think we should define excessive absenteeism by total time lost instead of absence frequency."
2. "Let's offer a salary increase for those with good attendance."
3. "Why not include attendance as part of the employee performance appraisal?"
4. "I don't think we are enforcing the absence policies we have now. That is the logical place to start."
5. "We need to start at the top and be certain all of our management employees maintain good attendance."

Answer 1

2,3,4,5
Rationale 1: Total time lost is not as sensitive an indicator of excessive absenteeism as absence frequency. For example, an employee might miss 30 days of work due to a scheduled surgery for which the manager could make scheduling adjustments. Another employee could miss a total of 30 days due to oversleeping, car trouble, or just deciding not to come to work. The difference in impact on the unit is obvious.
Rationale 2: The idea of offering a salary increase should be further investigated.
Rationale 3: The idea of using attendance as part of the employee performance appraisal may work, especially if the appraisal is tied to merit raises.
Rationale 4: If absence policies currently in place are not being followed, employees develop the idea that absences are not a serious issue.
Rationale 5: Employees model what they see in managerial staff. If the management level employees do not have good attendance, the staff begins to believe that absences are not a problem.
Global Rationale: