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Introduction UPDEAS mandate, which is to be the primary catalyst in the realization of access to electricity for all peoples of Africa, Human Resources Capabilities, commitment to deliver Absenteeism management Absenteeism

  1. Introduction • UPDEA’S mandate, which is to be the primary catalyst in the realization of access to electricity for all people’s of Africa, • Human Resources Capabilities, commitment to deliver Absenteeism management Absenteeism management • The theme of this paper is therefore a “ a choice between HR strategies, appropriate cultural, structural and behavioural strategies to address direct labour costs and improve efficiency- as a means to reducing cost of production, transportation and delivery of Pres Presented at the 15 ented at the 15 th th UPDEA Congress, Ghana, Accra UPDEA Congress, Ghana, Accra electricity By: Mme Liz Thebe, Generation Human Resources By: Mme Liz Thebe, Generation Human Resources

  2. Contents Human Resources contributions to wider goals • Human Resources contributions to wider • Management of Human Resources to organizational goals – reduce direct labour costs • Managing HR to deliver strategic goals – or improve efficiency • Absenteeism management as a typical example of reducing HR cost of • Consequently leading to reduced producing electricity operational costs • Tools to manage absenteeism. – Which leads to low cost electricity production, transportation and delivery.

  3. Managing HR to deliver strategic goals • Critical HR activities at different organizational stages include mainly: ABSENTEEISM – Recruitment, selection and staffing – Compensation and benefits and COS. MANAGEMENT • Performance management – Employee training and benefits – Employee Relations.

  4. What is absenteeism • Absenteeism is whenever an employee does not attend work and non If absenteeism is regarded as any failure to report attendance is neither scheduled nor pre- to work or remain at work as scheduled, it is arranged. obvious what a disruptive effect such unplanned • Consequently time away from work as a absenteeism can have on the functioning of result of any form of leave, prolonged organizations. Excessive absenteeism can significantly reduce the productivity of an sickness, a formal suspension, etc., (all organization and in the long term also affect its of which is planned in advance)is not classified as absenteeism. profitability and threaten its survival.

  5. ��������������� ��������������� Studies on absenteeism �������� �������� According to a Unscheduled Absence Survey conducted by CCH Inc. (1988). ��������������� • Unscheduled absenteeism by US workers reached the highest level in seven years, • The overall rate of unscheduled absenteeism ������������ increased by 25% and average cost increased by 32% from $572 per employee in 1997 to $757 in 1998 (HR Focus, 1999). ��������������� ��������! • United Kingdom: cost of unscheduled absenteeism to the economy is put at £11 ���"� ��#������$% billion. • In France 4.5% of the total available working ��&�����'���(����������� � days were lost in 1996 as a result of absence (Industrial & Labor Relations Review, 1999). ����������!�"� ��#���������

  6. A South African Study Model of attendance Model of attendance • A study was conducted in South Africa to investigate, examine and understand factors that contribute to and ensure wellness at work for continuous effectiveness and growth. ������������ �������������� ������������ �������������� ������� ������� ������� ������� • Exhaustion was positively related to cynicism . • Only active coping was positively related to professional efficacy ���������� ���������� • Electricians showed a higher level of cynicism than engineers and technicians • Employees working in field services experienced higher levels of cynicism compared to the electricity ������������������ �������� delivery and network services ������������������ �������� ���������� ������� ���������� �������

  7. Model of factors and sub-factors that / *������������&���� � / *������������&���� � could possibly influence attendance ��� �1������"��2��! �,�"��2�$ "�����%������������������) ����� !�� ���"�#�����!$ � !���������������)��%��� ����������%�����&����������� DEMOGRAPHIC FACTORS: � � �+������������������������� ����� ��)� ��������(���� ������ *���������� • Grade/band � • Race !�������������������� !������������&������������� � � • Gender �������� !���������������������������� � • Age !������������&����&��������� !������������������������ � � • Length of service '�%������������������������� !����������&�������������)���� � • Number medical dependants � ������������������������ !������������&�����(�������� ��&����������&���������������� • Marital status � � ��������� ����� • Shift work #���������������������)���� • First language !��������������������������� � � ������������%����������������� • Highest educational qualification • Union membership ������������������������� ��+'�����*������' �,��#��"��� � • Place of work *��������������&������ � • Travel mode to work �+������������&����&��� • Time to get to work ���������� !������������&���������)�������� ���������� � �������(���� ���-���(���!�� • Type of accommodation %������� • Travel for work purposes !������������&����&������ • Victim of crime/ violence � ����������� • Number of times a doctor/traditional �����"������,�����!�����,�(��-�'� �� healer was consulted ,��&����&��������������)�-�% � • Chronic disease ���!���"�#�����!$ ������)���������.��������������� � ������ "������������)0�%��������������)�� ����-����*���(�.������ � /����������������� #����)���������%������� � � ������������������� !�������)������ � � �������� 1��+������������������� � � '�%������������������� �%��� � � ��������������������� ���������������������� � � ���������� !������������ �

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