L’absentéisme : importance, nature et remèdes

• Published in: Relations industrielles (Québec, Québec) Québec), 1981, Vol.36 (4), p.775-802
• Main Authors: Thérault, Roland, Lesage, Pierre B., Boisvert, Maurice
• Format: Article
• Language: fre
• ISSN: 0034-379X; 1703-8138
• DOI: 10.7202/029204ar

Après avoir traité de l'importance et de retendue du phénomène d'absentéisme au sein des entreprises ainsi que des coûts impliqués, les auteurs identifient les principaux modèles explicatifs ainsi que les limites inhérentes à ces divers modèles en vue d'en présenter un schéma intégrateur. Ensuite, ils identifient les diverses stratégies d'intervention à la portée de la direction des entreprises utilisées en pratique afin d'enrayer, tout au moins en partie, l'absentéisme et ses effets au sein des entreprises. In this article, we will deal with absenteeism from three different yet complementary perspectives. First of all, the importance and the prevalence of absenteeism in the workplace will be discussed, with special attention to the question of its attendant costs. Next, we will present a brief synopsis of the models which figure most prominently in the explanation of absenteeism. Care will be taken to identify some of the main limitations of each model, with a view toward developing an integrated and more appropriate explanatory framework. Finally, drawing upon this explanatory framework, we will briefly outline several of the strategies available to management for the purpose of reducing absenteeism and minimizing its adverse effects on work organizations. Extent of the Problem and its Related Costs A conservative estimate of the incidence of absenteeism would be that on any . given day, an average of 3.5 to 4% of Canadian workers do not show up for work (frequency of absenteeism is about 2.6 times per year per worker for a yearly average of 8 to 9 days per employee). Further, in terms of the distribution of absenteeism, 25% of all employees seldom skip work (say, one day per year), whereas 15% of workers are responsible for 40% of the absences. The importance of this particular finding is especially evident when we consider the costs of absenteeism to the work organization. For example, let us assume that this relatively conservative estimate of 9 days per employee per year is a reasonable one. Let us further assume an average salary of $50 per diem as well as a cost to the organization of 1.75 times the salary of the absent employee. Thus, for an organization employing 5,000 workers, the annual cost of absenteeism would be as follows: 9 x $50 x 1.75 x 5,000 = $3,937,500 (or $878.50 per employee). Causes and Correlates of Absenteeism A thorough review of the literature strongly suggests that the causes and correlates are so diverse as to argue against t