Understanding employee absenteeism and its impact on workplace engagement.

Abstract

This study examined employee absenteeism and its impact on workplace engagement in the manufacturing sector. Employee absenteeism disrupts operational efficiency, affects team dynamics, and increases costs. A qualitative, interpretivist approach was used, incorporating semi-structured interviews with frontline managers at a company located in Pietermaritzburg. Thematic analysis revealed patterns of absenteeism, its causes, and its impact on workplace engagement. The study also examined the impact of leadership styles, workplace culture, and financial and non-financial reward systems on absenteeism patterns. Several reasons for absenteeism emerged, such as health issues, disengagement at the workplace, family responsibilities, and substance abuse. Of particular interest were the findings of “silent resignation” by disengaged workers who utilised short-term absences. The study concluded that absenteeism demotivates workplace participation by burdening present workers with increased workloads and generating distrust within teams. Elevated levels of absenteeism impact the continuity of operations and the organisation’s performance. A recommendation from the study is that the organisation should embrace a holistic approach in managing absenteeism by linking clear guidelines with supportive management and well-being interventions. Flexible work arrangements, mental health interventions, and performance-based reward systems will generate a culture of involvement and decrease absenteeism. Managers must balance disciplinary interventions with positive involvement in shaping the more committed workforce. Investment in employee development and well-being are likely to counteract the determinants of absenteeism. The study contributes to the existing knowledge on absenteeism by investigating its effect within the context of the South African manufacturing industry. Unlike the economic consequences of absenteeism addressed by the extant literature, this research explores the relational and psychological dimensions of absenteeism and work involvement, leading to practical recommendations for human resources practitioners and managers within the organisation.