Work stress is correlated to absenteeism, along with low reward, low control, low support and over-commitment that increase the frequency of sickness absence, while high effort and high demand increase the duration of absence (Magnavita and Garbarino, 2013.) Alarmingly c80% of the reason why employees are absent within the hospitality sector is unknown, which appears to be acceptable and growing……. This nonchalant response to absence rates and the lack of tracking is confirmed by (Martocchio, 1994) who argues that within the hospitality sector, it is a normative belief held by employees that turnover behaviour is quite appropriate. A culture of turnover can have an impact on the organisation in a negative way by acting as a counterculture to the organisation’s main objectives (Cooke & Rousseau, 1993.) Just think of what your organisations main objective is, and then worry about this…….!!
If you can’t tract absence, can you have a targeted wellbeing strategy?
If the sector trend is to treat absence as a ‘necessary evil’ then would this imply that the wellbeing strategies within hospitality are un-targeted in nature?
Watch this space for clarity
markparker2006 