Article Factor affecting employee absenteeism in Nepalese commercial banks

 Factor affecting employee absenteeism in Nepalese commercial banks

Dev Kumar yadav

Abstract

This study examines the factor affecting employee absenteeism in Nepalese commercial banks. Employee absenteeism is the dependent variable. The independent variables are job satisfaction, health status, working condition, occupational stress, employee relation, and transportation problem. The primary sources of data are used to assess the opinions of the respondents regarding the factor affecting employee absenteeism in Nepalese commercial banks. The study is based on 124 respondents. To achieve the purpose of the study, a structured questionnaire is prepared. The regression models are estimated to test the relationship, significance, and importance of the factor affecting employee absenteeism in Nepalese commercial banks.

The result shows that there is a negative relationship between job satisfaction and employee absenteeism. It indicates that the higher the level of job satisfaction lower would be the employee absenteeism. Similarly, health status is negatively related to employee absenteeism indicating that good health status, is lower would be employee absenteeism. Likewise, working condition is negatively related to employee absenteeism. It means that good working condition leads to a decrease in employee absenteeism. Similarly, occupational stress is positively related to employee absenteeism. It means a higher level of occupational stress, higher would be employee absenteeism, and vice-versa. Employee relation has a negative relationship with employee absenteeism. It means that good co-worker relation leads to a decrease in employee absenteeism. Similarly, transportation problem is positively related to employee absenteeism. It means that the increase in the level of transportation problems leads to an increase in transportation problems.  However, the coefficients are significant only for employee involvement at the 5 percent level.

Keywords: Employee absenteeism, job satisfaction, health status, working condition, occupational stress, employee relation, and transportation problem.

 

1. Introduction

Absenteeism is defined as the lack of presence of an employee in planned work (Johns 2002, and Kristensen et al., 2006). In simple language, it is the total number of workers absent expressed as a percentage of the total number of workers employed. Hoque and Islam (2003) described absenteeism as a subject to be studied, a matter to be thought over, and a plan to be solved. Absenteeism in the workplace is receiving increasing attention and organizations are taking a closer look at the costs of absenteeism as well as issues such as employee loyalty and commitment (Duplessis et al., 2003).

Kelley et al. (2016) say stress accounts for twelve percent of absenteeism in the workplace a year, which is a matter in which the company needs to stay in communication with the employee and work towards a solution. A great example of finding progress is forming an employee assistantship program (EAP), which is a strategy to help workers deal with issues outside of work that employees bring to the workplace (Quinley, 2003). This not only involves stress but other mental health factors that employees deem worthy of attention.

A better understanding of the determinants of absenteeism can be valuable for firms and policymakers (Störmer and Fahr, 2010). For this reason, governments are intensively researching better ways of handling with this problem. This resulted for example in a parliamentary inquiry in the Netherlands in 1993. The Dutch absence rate had a long history of high sickness absence and work disability rates compared with other European countries (Geurts et al., 2000). As Whitaker (2001) and Gimeno et al. (2004) explained that the consequences of absenteeism make sickness absence one of the top priorities for European Union Governments.

Price and Mueller (1981) described job satisfaction as the overall degree to which employees like their jobs. When somebody is satisfied with what he is doing he will exert more effort in keeping his promises, which here means showing up at work. Satisfied people are also less inclined to focus on the negative aspects which could result in a (more) negative attitude which correlates with absence positively. Steers and Rhodes (1978) summarized this effect clearly; highly satisfied employees would probably want to attend strongly, while highly dissatisfied employees would probably want not to attend strongly.

Stormer and Fahr (2010) explained that the psychological literature on absenteeism was prevalently concerned with negative work attitudes, e.g. job satisfaction and organizational commitment. Drago and Wooden (1992) also used this approach of work attitude and they state that absence is viewed as a withdrawal response to a negative work environment. Therefore, they predict that job satisfaction and absence are inversely related.

Self-assessed health status is an increasingly common measure of health in empirical research and has been shown to provide a trustworthy view of a person’s health (Linn and Linn, 1980; Crossley and Kennedy, 2002).  It could be understood that people who assess their health better and thus rate their own health at a higher degree, are likely to be absent less often. People hampered by their health in their daily activities, for example, disabled and chronically ill people, can be expected to have higher absence rates. Disabled and chronically ill people can also be expected to rate their own health lower. Which, as explained, also relates to a higher absence rate.

Stormer and Fahr (2010) explained that employees that are on average or above satisfied with their health condition have a smaller propensity to be absent at all. Benavides et al. (2000) found that sickness absence may reflect not only physical health but also the employee’s perception of his or her health. Barham and Begum (2005) found that disabled employees are more than twice as likely to be absent as employees who are not disabled. North et al. (1993) showed that self-assessed health was a strong predictor of absence rates. People who reported average or worse health were also found to have higher rates of being absent for a short-, but especially a long-term period. The study also found that these differences existed for other self-reported measures of health, including the presence of recurring health problems, longstanding illness, and psychiatric symptoms.

Productivity is related to working conditions which in turn is related to absenteeism, retention, and the adoption of new methods and technologies. All of these things are related to how people are trained, and encouraged and are generally treated within the system (Hamilton, 2007). Many variables are forced on the employees to decide whether they will remain in the current company or leave the company, such as security of a job, salary along with other benefits, and development of career (Samuel & Chipunza, 2009). Due competitive nature of jobs in the banking sector and the rapidly growing business of the banking sector, the retention of an employee for a long-term basis becomes a big challenge for the banking industry.

Stress can be caused by environmental, organizational, and individual variables (Matteson and Ivancevich, 1999). Stress has been experienced since ancient times, but it has never been worse than it is here in the early 21st century. Job stress is defined generally as the harmful physical and emotional responses that occur when the requirements of the job do not match the capabilities, resources, or needs of the worker.  Job stress can lead to poor health and even injury (Niosh, 1999). . Certainly, many organizations have found that the use of business psychology is “good people management” and that has also reduced both financial and emotional costs and improved performance (Greenberg and Baron, 2003).

According to Rauch (2005), flexible work schedules are the most successful in stemming unscheduled absences. Another contributing factor to absenteeism in the workplace is when employees are presented with transportation problems, for example, when a car breaks down en route to work (Rhodes & Steers, 1990). From the employees’ perspective, it is important to inform the relevant manager/supervisor timeously so that the necessary work schedules can be adapted.   According to Aamodt (2004), organizations can offer some type of shuttle service to avoid mechanical failures of employees’ automobiles.

Nath and Tanjeen (2014) revealed that there is a correlation between workload, lack of freedom, poor salary, unfavorable superior-subordinate relationships, poor work environment, long working hours, job insecurity, and absenteeism. Salman et al. (2014) showed that there is a strong relationship between Employees’ motivation and employee retention among employees of banking whereas employees’ training and development were no relationship with employees’ retention.

In the context of Nepal, Gautam (2011) revealed that Nepalese organizations prefer experienced and mid-career human capital as compared to fresh graduates and undergraduates. Adhikari et al. (2010) defined absenteeism as the most complicated situation. Even when a position is filled, absenteeism from work is widely reported during the fieldwork (Moga, 2011).

The above discussion showed that the study dealing with employee absenteeism is of greater significance. Though there are these findings in the context of different countries, no such findings using more recent data exist in the context of Nepal. Hence, this study focuses on the determinants of employee absenteeism in the context of Nepalese commercial banks.

The remainder of this study is organized as follows. Section two describes the sample, data, and methodology. Section three presents the empirical results and the final section draws a conclusion and discusses the implications of the study findings.

2. Methodological aspects

The study is based on the primary data which were gathered from 124 respondents of 26 Nepalese commercial banks. The respondents’ views were collected on factors affecting employee absenteeism in Nepalese commercial banks.

Table 1 shows the number of commercial banks along with the number of respondents selected for the study.

Table 1: Number of commercial banks selected for the study along with several respondents

S. N	Name of the banks	Observation
1	Nabil Bank  Limited	24
2	Nepal Investment Bank Limited	1
3	Standard Chartered Bank NepalLimited	6
4	NIC Asia Bank Limited	15
5	Himalayan Bank Limited	2
6	Nepal SBI Bank Limited	9
7	NMB Bank Limited	3
8	Everest Bank Limited	7
9	Civil BankLimited	1
10	Nepal Credit &Commerce Bank Limited	8
11	Prime Commercial BankLimited	3
12	Mega Bank  Limited	1
13	Kumari Bank Limited	5
14	Laxmi Bank  Limited	1
15	Siddharth Bank Limited	1
16	Agricultural Development Bank Limited	1
17	Citizens Bank International Limited	2
18	Sanima Bank Limited	7
20	Global IME Bank	10
21	Century Bank Ltd.	3
22	Bank of Kathmandu	3
23	NMB Bank Ltd.	1
24	Rastriya banijya bank	4
25	Prabhu Bank Ltd.	4
26	Nepal bank Ltd.	2
	Total Observations	124

Thus, the study is based on 124 respondents.

The model

The model estimated in this study assumes that employee absenteeism financial depends. job satisfaction, health status, working condition, employee relation, occupational stress, and transportation problem. Therefore, the model takes the following form:

EA= β₀+β₁ JS+β₂ HS+β₃WC+β₄ER+β₅OS+ β₆ TP + e

Whereas,

EA = Employee absenteeism

JS    = Job satisfaction

HS = Health status

WC = Working condition

ER = Employee relation

OS = occupational stress

TP = Transportation problem

 e    = Error term

Job satisfaction was measured using a 5-point Likert scale where the respondents were asked to indicate their responses using 5 for strongly agree and 1 for strongly disagree. There are 5 items and sample items include “I have a clear understanding of my job responsibility”, “I am satisfied with the nature of work I do in my organization” and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.897).

Health status was measured using a 5-point Likert scale where the respondents were asked to indicate the responses using 5 for strongly agree and 1 for strongly disagree. There are 5items and sample items including “I feel energetic to accomplish the assigned tasks in my organization”, “I am calm enough to handle the work pressure “and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.874).

Working condition was measured using a 5-point Likert scale where the respondents were asked to indicate the responses using 5 for strongly agree and 1 for strongly disagree. There are 5 items and sample items include “I find a comfortable working environment in the organization.”, “I am satisfied by the facilities provided by my bank.” and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.869).

Occupational stress was measured using a 5-point Likert scale where the respondents were asked to indicate their responses using 5 for strongly agree and 1 for strongly disagree. There are 5 items and sample items include “I will not prefer to work beyond the standard time”, “I have unrealistic time pressures.” and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.896).

Employee relation was measured using a 5-point Likert scale where the respondents were asked to indicate the responses using 5 for strongly agree and 1 for strongly disagree. There are 5 items and sample items include “My relations with your co-workers are not so good”, “Superior’s behavior towards my problems is not supportive.” and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.928).

Transportation problem was measured using a 5-point Likert scale where the respondents were asked to indicate the responses using 5 for strongly agree and 1 for strongly disagree. There are 5 items and sample items include “My transportation status affects my work.”, “My job location is not convenient for me.” and so on. The reliability of the items was measured by computing Cronbach's alpha (α = 0.865).

 

The following section describes the independent variables used in this study.

Job satisfaction

Job satisfaction or employee satisfaction is a measure of workers’ contentedness with their job, whether or not they like the job or individual aspects, facets of jobs, such as nature of work or supervision Chaulagain and Khadka (2012) showed that 76% of healthcare professionals were satisfied with their current jobs in overall job satisfaction at Tilganga Eye Centre. Kehinde (2011) showed that there is a negative relationship between job satisfaction and absenteeism. Prasad and Kumar (2014) showed that civil servants of Nepal have a low level of job satisfaction concerning given salary and facilities but they have an average satisfaction level in other dimensions. Vishwakarma et al. (2015) found that job satisfaction has a great impact on absenteeism. Based on it, the study develops the following hypothesis:

H1: There is a negative relationship between employee absenteeism and job satisfaction.

Health status

The level of health of the individual, group, or population is subjectively assessed by the individual or by more objective measures. Tsai et al. (2005) found financial costs caused by increased absenteeism and reduced productivity from employees due to smoking. McHugh (2001) stated that employees with more ill health have high absenteeism. Mudaly and Nkosi (2015) showed that Personal, professional, and organizational factors may cause nurse absenteeism, crippling the health sector further against the backdrop of human and mechanical resource shortages. Afsa and Givord (2002) revealed that the proper workplace environment helps in reducing the number of absenteeism. Based on it, the study develops the following hypothesis:

H2: There is a negative relationship between employee absenteeism and health status.

Working condition

Working conditions refer to the working environment and all existing circumstances affecting labor in the workplace, including job hours, physical aspects, legal rights, and responsibilities. Boles et al. (2004) revealed that the proper workplace environment helps in reducing the number of absenteeism. Gangai (2014) found that the employees were absent at the workplace due to the harvesting seasons, personal problems, and addiction to drugs & alcohol, and working conditions and visiting places were not significant impact on absenteeism at the workplace. Mallillin (2017) showed that working conditions did not have a significant impact on employee absenteeism. Upadhyay et al. (2013) Found that workplaces with a better presence by position, nature of the job, work condition, potential recognition, and co-worker’ support are negatively associated with the turnover intention of the employees. Maharjan, (2012) found that there is a negative and statistically significant relationship between employee performance and workplace environment. Based on the above definition, the study develops the following hypothesis:

H3: There is a negative relationship between employee absenteeism and working condition.

Employee relation

Employee relations refer to a company’s efforts to manage relationships between employers and employees. Nath and Tanjeen (2014) revealed that there is a correlation between workload, lack of freedom, poor salary, unfavorable superior-subordinate relationships, poor work environment, long working hours, job insecurity, and absenteeism. Dwomoh and Frimpong (2017) showed that compensation and reward systems meet employees’ expectations, and staff and encourage managers and supervisors to develop good relations with subordinates. Upadhyay et al. (2013) found that workplaces with a better presence by position, nature of the job, work condition, potential recognition, and co-worker’ support are negatively associated with the turnover intention of the employees. Maharjan, (2012) found security, employee relation, adequate and fair compensation, a safe and healthy working environment, and an opportunity to develop human capacity. Growth and lastly decrease employee turnover. McHugh (2001) Stated that if employee absence is high, the employees and organization are likely to have less cooperative. Based on the above definition, the study develops the following hypothesis:

H4: There is a negative relationship between employee absenteeism and employee relation.

Occupational stress

Spencer and Steers (1980) studied the relationship between employees’ turnover and absenteeism due to personal factors and perceived work experiences. Yahaya et al. (2009) determined that occupational stress does not have a direct effect on the intention to leave and absenteeism but has a direct negative effect on job satisfaction. Meneze (2005) explained that job stress is considered increasing and results in low productivity, and increased absenteeism. Nath and Tanjeen (2014) revealed that there was a correlation between workload, lack of freedom, poor salary, unfavorable superior-subordinate relationships, poor work environment, long working hours, job insecurity, and absenteeism. Kayastha et al. (2012) found that stress due to ‘strenuous’ was very high whereas the stress due to all other occupational factors was low among Managers. Kayastha and Kayastha (2012) showed that there is a significant relationship between Job stressors, job stress, and job satisfaction. Pandit et al. (2017) showed that employees tend to carry stress to work impacts on their work performance and result in low productivity and high absenteeism. Based on the above definition, the study develops the following hypothesis:

H5: There is a positive relationship between occupational stresses and employee absenteeism.

Transportation problem

Transport and travel difficulties affect people’s ability to go to work despite their willingness to do so. Some of the factors associated with these transportation problems include the distance to work, traffic congestion, and standard of the public transport system, and weather conditions. Scott and Wimbush (1991) revealed that there is a positive significant relationship between employee absenteeism and transportation problem.  Martin (1971) analyzed that a long distance coupled with bad weather and traffic congestion increases the likelihood of an employee not reporting to work. Transport and travel difficulties affect people’s ability to go to work despite their willingness to do so. Difficulty in getting to work can at times influence actual attendance and might take the form of travel distance from work (Isambert, 1962 & Martin, 1971). Luthans and Kreitner (1998) assessed there is a positive relationship between employee absenteeism and transportation problem.  Based on it, the study develops the following hypothesis:

H6: There is a positive relationship between transportation problems and employee absenteeism.

 

3. Results and discussion

On analysis of data, correlation analysis has been undertaken first and for this purpose, Kendall’s Tau correlation coefficients have been computed and the results are presented in Table 1.

Table 1: Kendall’s Tau correlation matrix

This table presents Kendall’s Tau correlation coefficients between dependent and independent variables. EA (factor affecting employee absenteeism refers to positive or negative cognitive thoughts and opinions regarding various factors of employee absenteeism to know its relations in Nepalese commercial bank) is the dependent variable. The independent variables are JS (Job satisfaction refers to a positive and pleasant attitude of the employee toward his job.), HS (The level of health of the individual, group, or population as subjectively assessed by the individual or by more objective measures), WC (Working conditions refers to the working environment and all existing circumstances affecting labor in the workplace, including job hours, physical aspects, legal rights and responsibilities), OS (Occupational or job stress may be defined as a mechanism whereby the human body attempts to adapt to the environment), ER ( Employee relations refers to a company’s efforts to manage relationships between employers and employees) and TP ( Transport and travel difficulties affect people’s ability to go to work despite their willingness to do so).

 

 

Variables	Mean	Std. Deviation	JS	HS	WC	OS	ER	TP	EA
JS	3.700	0.878	1
HS	3.765	0.817	0.767**	1
WC	3.705	0.841	0.745**	0.762**	1
OS	3.394	0.928	0.387**	0.491**	0.377**	1
ER	3.069	1.018	0.286**	0.350**	0.261**	0.546**	1
TP	3.445	0.849	0.464**	0.506**	0.400**	0.422**	0.406**	1
EA	3.500	0.883	-0.388**	-0.437**	-0.365**	0.409**	-0.506**	0.627**	1

Notes: The asterisk signs (**) and (*) indicate that the results are significant at 1 percent and 5 percent levels respectively.

The result shows that job satisfaction is negatively correlated to employee absenteeism. It means that the higher level of job satisfaction lower would be the employee absenteeism. Similarly, health status is negatively related to employee absenteeism indicating that good health status, is lower would be employee absenteeism. Likewise, working condition is negatively related to employee absenteeism. It means that good working condition leads to a decrease in employee absenteeism. Similarly, occupational stress is positively related to employee absenteeism. It means a higher level of occupational stress, higher would be employee absenteeism, and vice-versa. Employee relation has a negative relationship with employee absenteeism. It means that good co-worker relation leads to a decrease in employee absenteeism. Similarly, transportation problem is positively related to employee absenteeism. It means that the increase in the level of transportation problems leads to an increase in transportation problems.

Regression analysis

Having indicated Kendall’s Tau correlation coefficients, the regression analysis has been carried out and the results are presented in Table 2. More specifically, it presents the regression results of job satisfaction; health status, working condition, occupational stress, employee relation, and transportation problem on employee absenteeism in Nepalese commercial banks.

Table 2: Estimated regression results of employee absenteeism with job satisfaction; health status, working condition, occupational stress, employee relation, and transportation problem on employee absenteeism.

 

The results are based on 124 observations by using a linear regression model. The model is EA= β₀+β₁ JS+β₂ HS+β₃WC+β₄ER+β₅OS+ β₆ TP + e where EA (factor affecting employee absenteeism refers to positive or negative cognitive thoughts and opinions regarding various factors of employee absenteeism to know its relations in Nepalese commercial bank) is the dependent variable. The independent variables are JS (Job satisfaction refers to a positive and pleasant attitude of the employee toward his job.), HS (The level of health of the individual, group, or population as subjectively assessed by the individual or by more objective measures), WC (Working conditions refers to the working environment and all existing circumstances affecting labor in the workplace, including job hours, physical aspects, legal rights and responsibilities), OS (Occupational or job stress may be defined as a mechanism whereby the human body attempts to adapt to the environment), ER ( Employee relations refers to a company’s efforts to manage relationships between employers and employees) and TP ( Transport and travel difficulties affect people’s ability to go to work despite their willingness to do so).

 

Model	Intercept	Regression Coefficient of						Adj R_bar2	SEE	F Value
		JS	HS	WC	OS	ER	TP
1	-1.967 (6.162)**	-0.39 (4.644)**						0.143	0.81735	21.567
2	-1.634 (4.82)**		-0.472 (5.362)**					0.184	0.79762	28.756
3	-1.984 (5.914)**			-0.384 (4.332)**				0.126	0.82544	18.767
4	2.089 (7.552)**				0.389 (4.949)**			0.16	0.80915	24.49
5	-2.062 (9.414)**					-0.439 (6.482)**		0.25	0.76469	42.019
6	1.163 (4.468)**						0.652 (8.889)**	0.388	0.69075	79.016
7	1.557 (4.48)**	-0.129 (1.01)	-0.366 (2.669)**					0.184	0.79758	14.886
8	1.538 (4.307)**	-0.115 (0.83)	-0.349 (2.27)*	-0.035 0.244				0.178	0.8007	9.867
9	1.228 (3.365)**	-0.108 (0.80)	-0.219 (1.40)	-0.036 (0.26)	0.242 (2.79)			0.222	0.77904	9.758
10	0.993 (2.86)**	-0.093 (0.73)	-0.178 (1.21)	-0.049 (0.37)	0.069 (0.75)	-0.321 (4.127)**		0.314	0.7314	12.264
11	0.523	-0.007 (0.06)	-0.052 (0.39)	-0.066 (0.56)	0.015 (0.18)	-0.241 (3.39)	0.473 (5.541)**	0.452	0.65368	17.91
	(1.626)*

Notes:

                  i.            Figures in parentheses are t-values.

                ii.            The asterisk signs (**) and (*) indicate that the results are significant at 1 percent and 5 percent levels respectively.

              iii.            Dependent variable is employee absenteeism.

 

The result indicates that the beta coefficients for job satisfaction are negative and have a significant impact on employee absenteeism. It indicates that job satisfaction hurts return on equity. The finding is similar to the findings of Drakopoulos et al. (2013). Similarly, the result shows that the beta coefficients of health status are a negative and significant impact on employee absenteeism. It means that health status hurts employee absenteeism. This finding is similar to the findings of Stormer and Fahr (2010). Likewise, the beta coefficients for the working conditions are negative and significant with employee absenteeism. It indicates that working condition hurts employee absenteeism. This finding is similar to the findings of Aisha et al. (2013). However, the beta coefficients of occupational stress are a positive and significant impact on employee absenteeism. It means that occupational stress has a positive impact on employee absenteeism. This finding is similar to the findings of Ahlam et al. (2012). Similarly, the beta coefficients of employee relation are a negative and significant impact on employee absenteeism. It means that employee relation hurts employee absenteeism. This finding is similar to the findings of Reddy and Rathore, (2012). The result is significant at 1 and 5 percent levels of significance. Similarly, the beta coefficients for transportation problems are positive and significant with employee absenteeism. It indicates that the transportation problem has a positive impact on employee absenteeism. This finding is similar to the findings of Smith (1977).

4. Summary and conclusion

Absenteeism is a serious workplace problem and an expensive occurrence for both employers and employees seemingly unpredictable in nature. A satisfactory level of attendance by employees at work is necessary to allow the achievement of objectives and targets by a department. Employee Absenteeism is the absence of an employee from work. It is a major problem faced by almost all employers of today. Employees are absent from work and thus the work suffers. Absenteeism of employees from work leads to backlogs, piling of work, and thus work delay. Absenteeism is a habitual pattern correlated with emotional labor and personal reasoning, but there are resolutions to finding ways to alleviate the cause. Kelley et al. (2016) say stress accounts for twelve percent of absenteeism in the workplace a year, which is a matter in which the company needs to stay in communication with the employee and work towards a solution. A better understanding of the determinants of absenteeism can be valuable for firms and policymakers (Störmer and Fahr, 2010). For this reason, governments are intensively researching better ways of handling with this problem. This resulted for example in a parliamentary inquiry in the Netherlands in 1993.

The study concludes that occupational stress and transportation problem have a positive and significant impact on employee absenteeism in Nepalese commercial banks. However, the regression analysis revealed that job satisfaction, health status, working condition, and employee relation negatively and significantly impact employee absenteeism in Nepalese commercial banks. Job satisfaction is the most dominant factor that influences employee absenteeism in Nepalese commercial banks.

 

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