Absenteeism Behavior in Nike Company

Absenteeism Behavior in Nike Company

NIKE, Inc. is an attire company established in 1964. The company is involved in the design, development, advertising, as well as sale of athletic footwear, attire, among others. Its sales states consist of America, International Product Divisions, Commercial, among others. The international label Divisions kind shows the Nike product licensing the brand. William Jay Bowerman established the firm along with Philip H. Knight. The company’s simple objective by then was to issue economic, high standard Japanese casual wear to US clients to finish German’s rule of the native business.

Today, the firm produces and distributes sportswear at every demandable cost point to global demand. Additionally, over fifty percent of the corporation market comes from sportswear and subordinate initiatives. The corporation keeps regular and modern dispensation conducts in various states around the world. The firm has over twenty-five thousand vendors, the firm production resellers, and other stores counting the online shopping for marketing Nike’s products. The company has managed to establish its supremacy trades in the sportswear with the highest demand share in the world. The firm has had the capability of achieving this critical position over standard manufacture, renovating products, along with the positive transaction. Therefore, for the financial year back in 1999, the company managed to generate around eight billion dollars, with only twenty thousand workforces. There are currently over seventy-five thousand employees working in the Nike company.

The main problem in the company is absenteeism among workers. Workforces can be absent at the workplace for different reasons or even decide to be disobedient as an indication of registering some concerns mainly linked with job frustration in work (Vignoli 25). Absenteeism seems to be catastrophic due to hindering performance and results. The company is supposed to put mechanisms in place that would be geared towards reducing this great attitude that must not be entertained.

When a worker fails to report to work, there can be widespread impacts on corporation productivity. Whereas the only shortcoming to the worker for not reporting to the work is the possible loss of salary along with disciplinary actions, the colleague will instantly bare a massive portion of the accountability for the absence. Colleagues will be burdened with a tremendous amount of work in keeping up with the loss in corporation output. This might lead to a rise in overtime and the charge that comes with it. The firm possibly will also encounter an increase in accidents that might happen as a result of colleagues being confronted with machines they have never used before or even other kinds of jobs they are not familiar with. This increase in work for colleagues will end up affecting the whole workgroup. Management problems will reach a climax, causing the output of the company to deteriorate if the replacement employee is less experienced compared to the absent worker.

The effects of absence can affect work unions, the worker’s family, along with the society at large. Through reduced production, every person involved with the employee turns out to be less effective and will encounter losses as a result of the absenteeism.

There are various common reasons for absenteeism in the workplace. Bullying and harassment are some of the reasons for absenteeism. If a worker is being intimidated or harassed at work, they might prefer staying at home to avoid the unpleasant condition (Magee 325). The other reason for absenteeism in work is stress and exhaustion. An employee might be stressed as a result of work or because of personal reasons. Whatsoever the reason, they might consider that reporting to work will make them more stressful.

Moreover, if a worker feels exhausted, they will feel detached from the place of work. Mental health problem is another reason for absenteeism in the workplace. In this case, employees must make every effort in making the workplace a surrounding in which mental health problems have conversed and support.

The other reason for absenteeism in work is low morale. A worker might have low confidence as well as lacking motivation when they feel unappreciated and not valued at work. If an employee feels like he or she is not appreciated enough in the company, they might end up not reporting to work since they feel like no one will notice. Grief is another reason for an employee failing to report to work (Evans-Lacko, and Martin Knapp 1530). Dealing with pain is not easy, hence affecting an employee while working. Absenteeism from work might be mostly extended if the demise was sudden. The worker will need to mourn and possibly will have various legal matters to reform. The other reason for absenteeism in work is Illness. It is one of the most common causes of absence. Illness can occur at certain times, particularly in winter, when infections, like cold and flu, are common.

The other reason for absenteeism in work is family responsibilities. Some staffs seem to value their families more compared to the salaries they are earning. They seem to be putting more emphasis on their work-life. Family odd jobs possibly will keep dedicated parents away from work, particularly mothers. In this case, most mothers have to prepare their children for school every day or taking care of them, especially when they are sick. Trying to balance work and family life must, thus, be an essential management problem. Organizations could formulate diverse approaches in achieving this, for instance, flextime, or allowing parents to work from home.

There are various ways to reduce absenteeism in the workplace. One way is by creating a clear attending strategy as well as setting expectations. The attendance strategy must clarify how to report absenteeism, the measures in place surrounding absenteeism, along with the procedure for recording absenteeism (Vignoli 25). It must similarly contain information concerning how the employee will follow up on repeated absenteeism and the outcomes for unnecessary absence. The employers are supposed to converse the strategy with all employees and inquire about them in signing it to demonstrate their understanding. The procedure will act as a source to the workers about the expectations of employers. It is advisable to aim to be reliable and follow the attendance strategy in all possible states.

The other way of reducing absenteeism is by providing support to the employees. If a worker is absent as a result of personal issues, such as mourning or mental health predicaments, the management is supposed to provide support both when the employee is absent and when they are returning to work. Support will possibly make them feel more satisfied to report back to work earlier and also prevent frequent absence. The management should moreover consider giving the workforce free time or even flexible working time. This can make employees feel more appreciated and motivated.

The other way of reducing absenteeism is by reducing stress in the workplace. The management in the company is supposed to continually try to rectify issues at work that might cause pressure for the staff. For instance, the administration is accountable for fixing any equipment which is probably broken and seems to stress the employee. They are similarly supposed to implement programs that inspire workers’ health and safety. This ought to have the employees’ physical and mental health at the lead and will attest to the workers that the management seems to value the employees’ health and work.

Providing feedback to the employees is another way of reducing absenteeism in the workplace. The management is supposed to give the employees useful feedback frequently, mainly when they have performed their duties well. If the employers fail to provide feedback, the employees possibly will feel that the management does not appreciate their hard work, and they, therefore, will not notice when some of the employees fail to report to work.

The other way of reducing absenteeism is by rewarding good attendance. The management should plan this carefully, since there could be legitimate reasons why a particular employee is absent, like a long-term disease (Cucchiella, and Luigi Ranieri 1160). On the other hand, the employer is supposed to aim to provide a reward for workers who show good attendance throughout the year. This will inspire all the employees to attend and show workers who are always at work that they are valued and appreciated.

Conclusions

To sum up, absenteeism seems to be a measurable problem in the company, an assessment of the degree to which the job meets a worker’s requirements or not. Workers who see their occupations as unsatisfactory or not living up to their anticipations will display an increased tendency to fail to report in the workplace. The nature of the job, and the work surroundings, seem to be affecting job satisfaction, therefore, making the employee fail in reporting to the work. Inspiring jobs that give workers a range of responsibilities can, thus, result in greater fulfillment compared to the conventional ones, which will encourage workforces to be present at the workplace.

The kind of management seem to affect workers; an intimidating manager will tend to demoralize the workforces. As regards absence, there are devastating impacts on the individual, the workforces, the organization, and its customers. On the other hand, there are unavoidable causes like illnesses in which the organization should come up with a better way out like a physician on call for employees of a specific enterprise. Systematic worker absenteeism is frequently a sign of job frustration along with understanding the root reasons, trends, and analysts possibly will go a long way to create a practical way out for reducing the problem.