Rlchard Pettlnger

Absenteeism and staff turnover

The extent and prevalence of absenteeism and turnover again requires investigation into professional, occupational, departmental, divisional,

46 STRESS MANAGEMENT
functional, and work performance, and on the basis of location. Reasons for absenteeism can be assessed upon return to work, and, so long as a confidential and non-punitive environment is created in which staff have full confidence, stress-related elements can be brought out and remedial action taken where required.

Turnover may be harder to assess from this point of view but it should be tackled if possible. Properly structured exit interviews produce information and insights into reasons why staff leave particular locations or occupations. Many of these will have a stress element. Even where staff are moving on to greater opportunities at a larger organization or at a better location, it may have been frustration with the present set-up that caused them to look for new jobs in the first place. Especially if trends become apparent, the information can be used to inform management of:

» the real reasons for staff dissatisfaction and why they are moving on;

» specific stress-related elements; and

» derived stress-related elements (e.g. frustration at present lack of variety, enhancement or opportunities).

Organizations and managers can then decide whether it is possible to do anything about this, and whether or not they want to; and if they do want to do something, then it is in response to proper information rather than assumption and preconception.

It may also bring to light specific causes of stress that can, and must, be remedied through management training and development (see Summary box 5.3).





THE GLOBAL DIMENSION 47

This form of stress is as likely to be based on ignorance and lack of capability as malice. So long as organizations recognize it as a problem to be resolved and as a development need for the specific individual, it is quickly and easily remedied.

However, in many large and complex organizations it is as likely that these kinds of problems will be institutionalized rather than resolved. Labor and industrial relations staff become involved – it is, after all, their reason for being. The problem is therefore fully investigated, opinions and attitudes are hardened and polarized, and slight (or even serious) disagreement is turned into a major issue. This especially occurs where individuals are believed to be recognized and rewarded for solving problems. Stress is caused because individuals who need problems to solve will find and create them, rather than making sure that conditions exist where they cannot arise in the first place.