Consequences of job satisfaction on absenteeism Submitted to: Dr.

Rabia Imran
Shabair Sadaf Aleem

Sidra Malik Sundas Shahid

Abstract
In today's world absenteeism is one of the major problems faced by organizations across the globe. The paper starts with a literature survey concerning absenteeism and job satisfaction. Most of the literature on absenteeism suggests that absence from work is a complex issue influenced by multiple causes both of personal and of organizational nature. !ob satisfaction has also been identified as one of the factors affecting an employee"s motivation to work attendance. The aim of the present study was therefore to determine whether there is a relationship between job satisfaction and absenteeism in organizations. #oth variables were assessed in a sample of $% employees working in organizations. &esults were analyzed with correlations and multiple regressions. The finding of this research lends strong support to the fact that there is a strong and moderating relation between absenteeism.

Introduction
In recent years, there has been an rising interest regarding the economics of absenteeism, spurred by a growing understanding that the economic and social costs of the phenomenon are quite considerable. Besides the cost implications, absenteeism is influenced by many factors which make it even more complicated to quantify, qualify or rectify (Tylczak, !!"#. $ome of these factors can be family obligations, working conditions, occupational accidents, and distance to work (see %hodes and $teers !!"& 'ichie and (illiams )""*& +se, )"",#. +ne of the factors that have been cited by different researchers is the employee-s level of .ob satisfaction in the workplace (e.g. Tylczak, !!"#. /urthermore, many studies have concentrated on the relationship between absenteeism and .ob satisfaction in an attempt to discover ways to reduce absenteeism. In particular, a number of researchers maintain that .ob dissatisfaction represents the primary cause of absenteeism (e.g. 0eorge 1 2ones )"")#. 2ob satisfaction is generally defined as an employee-s attitude toward the .ob and the .ob situation. %obbins et al. ()""*# define .ob satisfaction as 3the difference between the rewards employees receive and the reward they believe they should receive4. 5ence, the higher this discrepancy, the lower .ob satisfaction will be. 6n understanding of the relationship between .ob satisfaction and other factors to absenteeism may provide important insight for managers who must cope with the consequences of employee absenteeism. 7nderstanding these factors may help managers design policies that provide positive work environments prompting employees to have positive feelings about the work situation. This study will investigate the relationship between absenteeism, .ob satisfaction. 6 review of the relevant literature and discussion of the conceptual framework of the study including the hypotheses will be e8amined, a discussion of the background and setting for the study. 'ethodological information, including a discussion of data collection, variable measurement, and statistical tools used to analyze the results. The findings of the study are presented with conclusions and suggestions.

LITERATURE REVIEW

The term absenteeism refers to failure to report to work. The definition itself tells the failure of the organization process if the employee fails to follow the rules and standards of the organization. 6bsenteeism is a type of unscheduled activity which threatens the organization to fall in danger as it leads to the disruption of the daily process. 6bsenteeism converts the organization into a deviant work place behavior. It makes the employees to violate the norms of the organization leading to a disastrous output. $uch effect of absenteeism affects the turnover of the organization leading to decreased selection and training cost. . 9iterature suggests that absenteeism is a ma.or problem in many organisations, hence, the importance of focusing on this behavior within the organization. /urthermore, as a general phenomenon it does not discriminate against individuals on the basis of se8, race and religion. Besides the cost implications, absenteeism is influenced by dozens of interrelated factors which make it even more difficult to 3quantify, qualify, or rectify4 (Tylczak , !!", p. !#. :arious studies have attempted to e8amine the relationship between absenteeism and .ob satisfaction as absence is commonly viewed as one of the means of withdrawal from stressful work situations. $uch studies have generally investigated the proposition that workers who are less satisfied with their .ob will be absent more than those who e8perience .ob;satisfaction (5ackett 1 0uion, !<,= *>"& 5ackett, !<!= )*,& I l g e n 1 5ollenbeck, !??= ><#. 'ost absence research has concentrated on two main themes= The association of personal characteristics with absence and the association of .ob satisfaction with absence. 2ob satisfaction and personal characteristics (such as age and family size#, have been found to be related to absenteeism in some studies, but not related in others. 6s cited by @. $warnalatha and 0. $ureshkrishna ()" *# ,6ccording to 9uthans ( !!"#, research has generally revealed a consistent inverse relationship between .ob satisfaction and absenteeism, i.e. when satisfaction is high, absenteeism tends to be low and when satisfaction is low, absenteeism tends to be high.

6s cited by B.6 2osias ()"",#, to many in the world of work, absenteeism is one of those stubborn problems for which 3A..there is no clear culprit and no easy cure4 (%hodes 1 $teers, !!", p. #. /urthermore, as a general phenomenon it does not discriminate against individuals on the basis of se8, race and religion. 6ccording to @.$(6%B696T56 and 0. $7%C$5D%I$5B6 ()" *#, research paper reveals absenteeism as a threat to the organization and it leads to the dissatisfaction of the employees. 6n understanding of relationship between .ob satisfaction and other factors to absenteeism may provide important insight for managers who must cope with the consequences of employee absenteeism.

Absenteeism:
6s cited by B.6 2osias ()"",#, @ascio ()""*, p. >,# defines absenteeism as 3any failure of an employee to report for or to remain at work as scheduled, regardless of the reason.4 The author points out that the term 3as scheduled4 carries significance in that it automatically e8cludes holidays (annual leave#, court cases, maternity leave and the like. This definition also eliminates the problem of determining whether an absence is e8cusable or not for e8ample, in the case of verified illnesses. @ascio ()""*, p. >,# maintains that 3from a business perspective, the employee is absent and is simply not available to perform his or her .ob& that absence will cost money.4 6s cited by B.6 .osias
()"",# employee-s attendance is primarily determined by two important variables= ( # an

employee-s motivation to attend, and ()# an employee-s ability to attend (%hodes 1 $teers, !!", p. >,#. 6bsenteeism in the workplace is receiving increasing attention and organizations are taking a closer look at the costs of absenteeism as well as issues such as employee loyalty and commitment, Euplessis, :isser 1 /ourie ()""*#

Types of absenteeism:
6s cited by B.6 2osias ()"",#, :an der 'erwe and 'iller ( !<<# classify absenteeism into three broad categories that help to understand the nature of this phenomenon. They are=

Sickness absence
$ickness absence is a category where employees claim ill health as their reason for absence. %equirements regarding medicalFdoctor-s certificates vary and are determined by company policy.

Authorized absence absence !ith permission

6bsence with permission is where employees provide an 3e8cuse4 for their absence whether that be for holidays, study leave, special leave and the like. Bormally such a request is included in the absence policy (:an der 'erwe 1 'iller, !<<, p. #.

Une"cused absence absence !ithout #ea$e

6ll absences not falling into the two previous categories and where no reason is given, or not accepted, are regarded as une8cused (:an Eer 'erwe 1 'iller, !<<, p. #.

%onse&uences of emp#oyee absenteeism

6s cited by B. 6. 2osias that according to 0oodman and 6tkin ( !<># as cited by (infield ( !! #, suggest that absenteeism can have both positive and negative consequences for different groups. These groups include the individuals themselves, their co;workers, the larger work group, the organization and management, trade unions, the family and the society at large.

%ost of absenteeism:
6ccording to '. 6. '. @lenney ( !!)#, %esearch several significant costs associated with absenteeism= . +vertime, e8tra hours for part;time employees, overstaffing. ). %egular fringe benefits that must be paid when workers are absent. *. @osts of maintaining and administering an absence control system. >. Time spent by supervisors revising work schedules, counseling and reprimanding workers, and checking on output of substitutes. ,. %educed productivity and morale among co;workers. G. 5igher level of turnover, grievances and tardiness.

Summary
6bsenteeism, a problem with no strong cause, is e8pensive for both the organization and the individual. The conflicting and contradictory results of preceding research are often attributed to the illHdefined concept of absenteeism and inadequate measures. 'ost studies focus on the relationship between absenteeism and employee attitudes.

'ob satisfaction
6s cited by (. D. Baker the construct of .ob satisfaction is generally defined as a positive emotional state that reflects an affective response to the .ob situation (9ocke, !?G#. 6s cited by B. 6. 2osais ()"",#, .ob satisfaction is also defined as a response towards various facets of one-s .ob that is a person can be relatively satisfied with one aspect of his or her .ob and dissatisfied with other aspects (/rench, !!<& 0eorge 1 2ones, )"")& Dreitner 1 Dinicki, )"" #.

Cmployee satisfaction is important to organizations success. 6tchison ( !!!# states that many +rganizations are spending much time on employee satisfaction initiatives in an effort to reduce work stress, improve productivity, and help organization to achieve their ob.ective and get succeed. @. $warnalatha and 0. $ureshkrishna ()" *# states 'anagers must focus on .ob satisfaction of its employees and avoid unsatisfied individuals leave organization, check satisfied employees are in better health and have longer life e8pectancy and other work related attitudes and behaviors among employees have to be noted.

Why (ob satisfaction is important:

There are at least three reasons why managers must focus on the .ob satisfaction of its employees= )* Cvidence suggests that unsatisfied individuals leave organisations. +* $atisfied employees are in better health and have longer life e8pectancy. @onnolly and 'yers ()""*# further maintain that a lack of .ob satisfaction has been associated with symptoms like an8iety, depression and poor physical and psychological health, which have concomitant consequences for absenteeism and commitment. ,. 2ob satisfaction in the workplace also affects individuals- private lives which in turn has an effect on absenteeism and other important work;related attitudes and behavior.

Theoretica# Approaches to 'ob Satisfaction

6s mentioned by B. 6. 2osias ()"",#, over the years, researchers devised a number of theoretical approaches to e8plaining .ob satisfaction. The theories most frequently addressed in literature are presented below.

-iscrepancy theory
6ccording to 6amodt ()"">#, discrepancy theories postulate that .ob satisfaction is determined by the discrepancy between what employees want, value and e8pect and what the .ob actually provides. Cmployees will therefore e8perience dissatisfaction if

there is a discrepancy between what they want and what the .ob offers. Theories that focus on employees- needs and values include 'aslow-s hierarchy of needs theory, C%0 theory, Two;factor theory and 'c@lelland-s needs theory (6amodt, )"">& %obbins et al., )""*

.as#o!/s needs hierarchy

'aslow-s ( !,># theory, which is one of the best known theories, holds that employees would be motivated by and satisfied with their .obs only if certain needs are met (6amodt, )"">#. 'aslow advances five ma.or types of needs which are hierarchical. This implies that lower;level needs must be satisfied first before an individual will consider the ne8t level of needs (%obbins, !<!#. The five ma.or needs are as follows= . Basic biological needs. ). $afety needs. *. $ocial needs. >. Csteem needs. ,. $elf;actualization needs.

ER0 theory
6lderfer ( !?)# reworked 'aslow-s needs theory and classified needs into only three groups of core needs, namely, e8istence, relatedness and growth (%obbins et al., )""*#. The e8istence group is concerned with providing basic needs and includes items that 'aslow-s theory considered as biological and safety needs (%obbins, !<!#. The second group of needs relates to maintaining important relationships and the growth needs refers to the desire for personal development (%obbins, !<!& %obbins et al., )""*#.

1actors inf#uencin2 (ob satisfaction

2ob satisfaction is a comple8 variable and is influenced by factors of the .ob environment as well as dispositional characteristics of an individual. These factors have

been arranged according to two dimensions, namely, e8trinsic and intrinsic factors (Buitendach 1 Ee (itte, )"",#. The e8trinsic factors include things like pay, promotion opportunities, co;workers, supervision and recognition. Intrinsic factors include personality, education, intelligence and abilities, age and marital status ('ullins, !!!#. 6ccording to $pector ( !!?#, these categories of factors often work together to influence .ob satisfaction.

E"trinisic 1actors
C8trinsic sources of .ob satisfaction are determined by conditions that are beyond the control of the employee (6tchison, !!!#.

3ay
Iay refers to the amount of compensation received for a specific .ob (%obbins et al., )""*#. 9uthans ( !!,, p. )?# notes that 3wagesand salaries are recognised to be a significant, but comple8, multidimensional predictor of .ob satisfaction.4

'ob or !ork itse#f

6ccording to 9uthans ( !!,#, the content of the work performed by employees is a ma.or predictor of .ob satisfaction. Bot surprisingly, 3research is fairly clear that employees, who find their work interesting, are more satisfied and motivated than employees who do not en.oy their .obs4 (0ately, *)G#. !!? as cited by 6amodt, )"">, p.

3romotiona# opportunities
Ba.pai and $rivastava ()""># postulate that promotion provides employees with opportunities for personal growth, more responsibilities and also increased social status.

Super$ision
%esearch indicates that people who en.oy working with their supervisors will be more satisfied with their .obs (6amodt, )"">#. /urthermore, a study by Bishop and $cott ( !!?# as cited by 6amodt ()"">#found that satisfaction with supervisors was related to organizational and team commitment, which in turn resulted in higher productivity, lower turnover and a greater willingness to help.

%o4!orkers
6nother dimension which influences .ob satisfaction is the e8tent to which co;workers are friendly, competent and supportive (%obbins et al., )""*#. %esearch indicates that employees who have supportive co;workers will be more satisfied with their .obs (6amodt, )"">& %obbins, !<!& )"",#. This is mainly because 3the work group normally serves as a source of support, comfort, advice and assistance to the individual worker4 (9uthans, !!,, p. )?#.

1airness
+ne factor related to .ob satisfaction is the e8tent to which employees perceive that they are being treated fairly (6amodt, )"">#. 6ccording to %obbins ( !<!#, employees seek for policies and systems that they perceive to be fair as this will likely result in an increase in .ob satisfaction.

Intrinsic factors
Intrinsic sources of .ob satisfaction primarily come from within the individual and are essentially longer lasting than the e8trinsic sources (6tchison, !!!#.

3erson (ob fit

6ccording to $pector ( !!?#, some research has attempted to investigate the interaction between .ob and person factors to see if certain types of people respond

differently to different types of .obs. This approach posits that 3there will be .ob satisfaction when characteristics of the .ob are matched to the characteristics of the person4 (Cdwards, !! as cited by $pector, !!?#.

3ersona#ity
%obbins ( !<!, p. , # defines personality as 3the sum total of ways in which an individual reacts and interacts with others.4 %esearch indicates that some people are predisposed by virtue of their personality to bemore or less satisfied despite the changes to their working environment and other factors (6amodt, )"">& 2ohns, !!G#.

%onse&uences of (ob satisfaction

Accordin2 to 5* A* '6SIAS7+889:; $atisfaction on the .ob influences many other organizational variables. These include not only work variables such as performance or turnover, but also personal or non;work variables such as health and satisfaction with life.

3roducti$ity: 6ccording to %obbins et al. ')""*#, managers- interest in .ob satisfaction

tends to centre on its effect on employees performance and productivity.

Life satisfaction: The relationship between life and .ob satisfaction is thus reciprocal;
being satisfied with a .ob is postulated to affect life satisfaction and vice versa ($pector, !!?#.

6r2anizationa# commitment and or2anizationa# citizenship beha$ior:

There is a strong correlation between .ob satisfaction and organizational commitment. 5igher commitment can, in turn, facilitate higher productivity. %obbins ()"",# states that

.ob satisfaction is a ma.or determinant of +@B in that satisfied employees would more likely talk positively about the organization and go beyond their normal call of duty

Withdra!a# beha$iors: 'any theories purport that people who dislike their .obs will
avoid them. This is commonly referred to as withdrawal, which refers to behaviors by which employees remove them from the workplace, either temporarily or permanently ($aal 1 Dnight, !<<#.

Re#ationship absenteeism

bet!een

(ob

satisfaction

and

<e2ati$e re#ationship
M. A. M. Clenney (1992), states some empirical studies have found a significant

negative relationship between overall .ob satisfaction and absenteeism (e.g. (aters 1 %oach, !? & 5rebiniak 1 %oteman, !?*& 'uchinsky, !??& +ldham et al., !<G#. (aters and %oach reported that frequency of absence was significantly related to overall .ob satisfaction ((aters 1 %oach, !? = !*#. 5rebiniak and %oteman observed that .ob dissatisfaction correlated significantly with the number of days absent from the .ob (5rebiniak 1 %oteman, !?*= *<)#. 2ob satisfaction has also been identified as one of the factors affecting an employee-s motivation to work attendance. There is no universal agreement concerning the relationship between absenteeism and .ob satisfaction. $ome research has found no correlation between these two variables whereas other studies indicate a weak relationship between these two variables. It has also been suggested that absence and .ob satisfaction might be more strongly related under some conditions. ($. 6. Erakopoulos and 6. 0rimani, )" #

%onceptua# 1rame!ork

'ob Satisfacti on

Absenteeis m

.ethodo#o2y Research desi2n:

%esearch design provides the basic direction for carrying out a research pro.ect so as to obtain answers to research questions (@ooper 1 $chindler, )""*#.

3urpose of the study:

This is hypothesis testing study because it engage in e8planation of nature of certain relationship and it shows the independence of factor in a situation i.e. .ob satisfaction depends on absenteeism.

Type of in$esti2ation:
This is a causal study because it shows the cause and effect relationship between two variables.

Study settin2:
In our research we do a field study because this study is conducted to establish cause ;aneffect relationship using the same natural environment in which employee normally functions.

Unit of ana#ysis:

In our study the unit of analysis is individual, we want to know the effect of employee .ob satisfaction on absenteeism then for this we are interested in individual employees in the organization in order to find out the result.

Time horizon:
The present study used a cross;sectional study asit provides the user with a snapshot of business elements at a given point in time (5air et al., )""*#. This type of study seemed appropriate as it can be used within a short space of time and data can be summarized statistically.

3opu#ation:
The population for the present study consisted of employees of FMCGs sector in Rawalpindi and Islamabad. The table below illustrates the detail of our total population FMCG A C Company !"# Company $%R Compnay &'( Company )&* Company +,- Company MNA C.mpany MCR Company No.of employees -** &&** )+* &'** /)* ,-* &&)* /'*

Samp#in2
6ccording to @ooper and $chindler ()""*, p. ?!#, 3the basic idea of sampling is by selecting some elements in a population, we may draw conclusions about the entire population.

Samp#in2 desi2n
The sampling design that was considered appropriate for the present study was probability sampling. In probability sampling we use stratified sampling method in which

we divide our population into two strata one is male employees and second one is female employees in order to find out the results.

Instruments:
(e used questionnaire as an instrument in order to find out the result =UESTI6<<AIRE 61 A5SE<TEEIS.: . ). *. >. ,. G. ?. <. There is failure in reporting for the scheduled work in your organizationJ $cheduled work is regularly displayed by the employeesJ :olition to the social obligation in seen within your organization-s employeesJ The violation to the social obligation does e8ist in your organizationJ Cmployee-s poor act of performing work is seldomJ Better performance of .ob is frequentJ @ontract is breached between employees and employer when absence is seenJ Cmployee and employer relation is strengthened when absenteeism is controlled in each department of your organizationJ !. (hen employees are socially under pressure then .ob work is missedJ ". Eespite of social stress, employees perform their taskJ . 'edical leaves of employees is frequentJ ). Bon ad.ustment with the work due to medical is at low levelJ *. Isychological issues make the work doneJ >. Isychologically disturbed employees make absenceJ ,. 'issing the .ob for the whole day or some part is not seen mostlyJ G. The whole or partly day missed by the employees is very littleJ ?. 9ack of interest in the .ob is mostly e8pressed by employeesJ <. /ull interest in the .ob is seldom seen by the employeesJ !. Is their 5abitual failure to appear to perform the .obJ )". Cmployees act of withdrawing themselves from the .ob is regularJ =UESTI6<AIRE 61 '65 SATIS1A%TI6< . Ieople F employees within your organization like their .obs fullyJ ). In your organization disliking their .obs is oftenJ *. Iositive role of employees towards the task is mostly seenJ >. Kou feel that employees when perceive their .obs as negatively then they are no more contended with their .obJ ,. 6re your employees truthfully stable with the task in .obJ G. 6re your employees unstable with their .ob taskJ ?. Bew Cmployees are oriented by the organization <. Bo positive orientation given to employeesJ !. +rganization creates the gratification within employees when rewardedJ

". /rustration occurs when the employees see that their rewards are not being matched with their e8pectationsJ . Cmployees are discouraged in performing their .ob mostlyJ ). Cncouragement is given by the leaders of the organizationJ *. $ense of inspiration towards doing the .ob well and with involvement is seen whenever checkedJ >. Inspired employees are in more in quantityJ ,. Iersonal feeling of achievement is adopted by the employees within the organizationJ G. 6 negative internal attitude is created within the employees regarding .ob taskJ ?. Iositive push is generated from within the employees to perform the task is your task regularlyJ <. $trong feeling of predetermination in the .ob is seen in the employeesJ !. @omforts provided by the .ob boost up the level of satisfactionJ )". 6ttributes of the .ob doesn-t fulfill the e8pectations of employeesJ

Samp#e size:
In our study we take sample size as ," i.e. we take the sample of ," employees to find out the results. The below table e8plains about that how we select our sample. @ompanies 6B@ @ompany LKM @ompany '@% @ompany ! " @ompany Bo. of employees ?"" "" <)" <!" Bo. of male employees ,)" <," ,)" G"" Bo. of female employees <" )," *"" )!" $ample size "(G', >/# )"( >', G/# "(G', >/# "(G', >/#

3rocedure:
The questionnaire was handed to the participants (employees# and after completion& we collected the questionnaires from participants and thanked them for their participation. Then to find out the result from these questionnaires we used $I$ software and find the regression and correlation of our study.

Resu#ts
The demographics results indicates that the participants who filled our questionnaire are ,<N male and >)N female, )N participants are the age of )";),, ,)N

participants are the age of ),;*", )GN participant are the age *";*, and "N participants are the age of *, above. /urther this results show that the participants who filled our questionnaire out of them ,GN participants have e8perience of ";, years, )<N participants have e8perience of G; " years , <N participants have ; , yearse8perience and the employees who have e8perience of G and above years are <N. *"N participants belong to the public sector and remaining ?"N participants belong to the private sector. The participants who filled our questionnaire out of them )N are undergraduates, GN are graduates and remaining <)N are masters- holder. G)N are such participants who have ";, years of e8perience with current organization, )>N have G; " year e8perience, GN have ; , years- e8perience and remaining <N have G and above years- e8perience with current organization. This result shows that GN participants have income of ,;),""", >"N have )G;*,""", )GN have *G;>,""" and <N have above >,""" incomes. The correlation is .??, that shows a strong significant correlation between variables i.e. there is a strong relation that .ob satisfaction has an impact on absenteeism. % square is .G"" it means that G"N change is brought in dependent variable i.e. absenteeism due to independent variable i.e. .ob satisfaction and beta is .??, that also shows that te strong relationship between two variables. In descriptive statistics the mean for absenteeism is >. * which shows that for the question of absenteeism ma.ority people answer is agree where as for .ob satisfaction it is >.o* its again shows that ma.ority response are agree.

-iscussion Limitations:
There are several limitations of this study. /irst, the work units studied here were embedded within a four organization of %awalpindi and Islamabad only& therefore it may have only offered the cultural identity of that organization. Ierforming a larger study encompassing more organizations would alleviate this limitation and assist in making the results more generalize. $ince the data population for this study was city employees it has added to the variety of organizations that have been surveyed. The relationships and patterns found in our study may be different when absence is tracked for e8empt employees, in different industries, or in other geographic locations. +ne aspect that cannot be overlooked is that the employees involved in this study reported their own absenteeism rates. 9ying on the questionnaire or 3forgetting4 certain days that the employees were absent from work could have played a role in the study. +ne never knows if it did or not without access to names and their records at the organization. @onfidentiality is always an issue with any study that uses self;report.

6dditionally, .ob satisfaction is very comple8 concepts because definitions of satisfaction cannot be narrowed to certain variables listed by the researcher. 6ttempting to define these would be difficult because each individual has their own construct as to what satisfaction is to them. Therefore, finding what satisfies employees can be considered to be a little sub.ective.

References
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