By James Arbuckle

ISBN-10: 1568272642

ISBN-13: 9781568272641

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7. Thou shalt carefully match employees to jobs and careers. 8. Thou shalt promote safety and health. 9. Thou shalt train supervisors to support—rather than abort—the absentee program. 10. Thou shalt fine-tune the absentee program to meet specific company needs. Putting these golden rules to work for your company doesn’t require the Midas touch. Often, all you need is some touch-up work on your current absentee program. Page 14 This page intentionally left blank. Page 15 PART 3 INTRODUCTION TO ORGANIZATION Page 16 ORGANIZATIONAL PROBLEMS Does the company facilitate—or debilitate—your attempts to decrease absenteeism?

I demonstrate how these losses will affect bonuses, raises, and benefits. □ □ □ □ 11. I require employees to get a doctor’s excuse for medical absences. □ □ □ □ 12. I assign “points” for each absence, giving increased weight to unexcused or suspect absences. □ □ □ □ 13. I discuss the absentee program during meetings, and worker orientations. □ □ □ □ 14. I maintain daily attendance records. □ □ □ □ 15. I make past work attendance a consideration during preemployment screening. □ □ □ □ 16. I use a no-fault absentee plan (see the case studies in Part 6).

Go ahead, read the title again. It isn’t a typo. Ironically, taking the absentee problem too seriously can create more trouble than it solves. For example: SITUATION 1: Is your absenteeism program so strict that employees end up on the job when they should be on their backs? • An individual continues (or returns) to work while ill or injured, exposing others to illness or a greater probability of an on-the-job injury. • An individual works instead of dealing with other crucial obligations, personal or social.

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Amos 4.0 Users Guide by James Arbuckle

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