an analysis of absenteeism with recommendations to produce

________________________________________

An Analysis of Absenteeism with Recommendations to Produce Culture Change within the Resident Service Department at Corporation for Better Housing

By

Ashley L Johns

A Program Proposal

Presented to the

Faculty of the Department of Public Policy and Administration

CALIFORNIA STATE UNIVERSITY BAKERSFIELD

In Partial Fulfillment of the

Requirement for the Degree

MASTER OF PUBLIC ADMINISTRATION

June 2015

Copyright

By

Ashley L Johns

June 2015


By Ashley L Johns

This project has been accepted on behalf of the Department of Public Policy Administration

~ C2 ~-----~-~6___o-+--=--1--=--J-First Reader

Turner~-----Second Reader

Acknowledgements

I can do all things through Christ who strengthens me-Philippians 413

My mom once told me a quote when I was fourteen by Norman Vincent Peale ldquoReach for the moon

because even if you miss you will be amongst the startsrdquo This quote has stuck with me since then and

with that it is something I now tell my children and any youth that I mentor

I would like to acknowledge and thank all of those who have continued to push me through this process

and have helped me surpass my limits I am forever grateful to you

To my husband Kenny You are absolutely amazing I thank God for you Thank you for being there to

motivate me pray for me and being my rock when I needed one

To my children Alexis Autumn and Alaya Thank you for holding it down on (typically on Mondays

and Wednesday from 6-10 pm) Without your help I wouldnrsquot have been able to get this far

Mom and Dad You have supported me all these years thank you for telling me that I can do anything I

can put my mind tohellip because I actually believe it

To Dr Martinez Thank you for the tough love and the push It has been a hard two years but I made it

Thank you

To all those I have missed charge it to my mind not my heartI love each of you and appreciate all you

do

I am still reaching for the moon

TABLE OF CONTENTS

Abstracthelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellipi

Chapter 1 Introductionhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip1

Chapter 2 Literature Reviewhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip9

Chapter 3 Program Designhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip22

Chapter 4 Conclusion and Recommendationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip37

Appendix A Institutional Review Board Authorizationhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip39

Bibliographyhelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip40

FIGURES

Figure 1 (Non-Compliant Letter) helliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip9

Figure 2 (Program Outline Model) helliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip24

Figure 3 (2013-2014 Job Description) helliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip26


Figure 5 (A Shape of a Successful Program) helliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphelliphellip32

ABSTRACT

The employees in the Resident Service Department at Corporation for Better Housing are currently facing issues such as low morale little staff appreciation and high stress from increased workload This organizations current culture to which the staff has become accustomed has resulted in negative performance impacting both the employee and employer Consequently Corporation for Better Housing is experiencing a high turn-over rate increased employee cost due to lost personnel time decreased production and CBH not receiving funding from lenders due to a non-compliant status Due to the current organization culture employees avoid work by calling in sick which eventually which too often results in them leaving the company

Identifying the issues that the employees at Corporation for Better Housing are now facing and providing a program that is beneficial to both Corporation for Better Housing and the employees will improve the current situation Doing so will allow the company to improve the current culture at CBH resulting in a boost in employee morale high staff appreciation low instances of absenteeism increased production and maintaining compliance status with funded lenders

CHAPTER 1

As Director for the Resident Service Department at Corporation for Better Housing

(CBH) a non-profit 501 (c) 3 it has been observed that in the 2013-2014 fiscal year employee

absenteeism within Corporation for Better Housing Resident Service Department averaged 11

days throughout the year which is higher than the non-profit national average of 93 days

(Kersley 2006) The employees have mentioned to Supervisors within the company that they

are missing work not only because of work related health problems (ie stress) but they also feel

as if they are over-worked underpaid and experience little appreciation with low office morale

Due to employees missing work and the office not have adequate staff coverage it has caused the

company to have low productivity high personnel cost and low office morale leading to a high

turn-over rate If the current organization culture at Corporation for Better Housing can be

changed the overall results will move the company towards greater positive outcome

Absenteeism that occurs in the workplace for both the non-profit and for-profit sectors

have increased over the past few decades People who are in leadership roles at one point or

another in their career will deal with a form of excessive employee absenteeism with their staff

in the department they manage It is noted that the policies regarding employee absenteeism in

non-profit sectors have become more relaxed than the for-profit sector due to not having

consequences or programs to assist employees that may experience habitual absences from work

Often times when experiencing excessive employee absences employers that have very little

consequences will discover that production and office morale decreases and resentment and high

turnover rate increases

Upon handling employees that practice absenteeism the Human Resource Department

will first need to determine the reasoning why the employee was absent If the reason of the

1

employeersquos absence is not a ldquojustifiablerdquo reason for taking off work the employer can initiate

disciplinary action However non-profit and public organizations handle the issue of

absenteeism differently than one another Many public organizations will initiate a form of

progressive disciplinary action while non-profit organizations have a mission and vision to

provide community based services Therefore the policies and procedures at CBH are seen to be

not as strict because their mission and vision for the organization is people based

Employees who work within non-profit organizations tend to have different ambitions

that drives them to success than those who work for a for-profit company People who work in

non-profit organizations work within the community for the people and typically work within

poverty stricken areas People who work for non-profits understand that the non-profit sectors

are tax-exempt organizations and are not in the market to make a large salary however they are

working within these organizations to produce change impact and affect the lives of those who

they serve Not everyone can work within a non-profit organization and those who do must

have the heart to do so Though the employees have to have the heart to do so many employees

who work for CBH deal with stressors that people working in for-profit companies may or may

not have to deal with (ie overworked underpaid disrespected bullied by supervisors etchellip)

Dealing with these new added stressors make it difficult for the employees working within non-

profit organizations to continue working within the company without taking stress days or

personal leave in order to be able to maintain focus not only at work but at home as well

Allowing excessive absences in CBH will effect production cost timeliness and lender

compliance Furthermore having alternatives (personal days) aid (Employee Assistance

Programs) or an Employee Policy Handbook that is adhered to will allow the employer to

communicate to the employee of support that is available within CBH Reminding the

2

employees of the disciplinary action will in turn do no good if the employee does not have a

solution to the problems that they may be experiencing

Furthermore the success of a non-profit organization not only comes from the

community and community partners but from the employees The employees who embody the

mission of the organization has to work under stressful situations and circumstances miss an

extreme amount of work throughout the year Therefore if employers want to decrease the

amount of absences that occur they must implement a program that will assist the employees to

cope with a stressful work environment

History of Corporation for Better Housing

Corporation for Better Housing a non-profit 501 (c) 3 was found in 1996 CBHrsquos mission

is to eradicate poor and unsafe living conditions to fulfill the need of housing in poverty stricken

adults and seniors To fulfill this need of housing CBH and to provide safes affordable housing

developments through California while providing an enhanced social service program for those

who live as residents in these communities CBH was found with 12 full time corporate

employees and a third party property management company to manage the 4 developments that

were in operation in Kern County

Due to the success of CBH who started with 12 corporate employees a third party

property management company and 4 developments now prides themselves in having over 50

corporate employees initiating Corporation for Better Housing Property Management Company

(CBH PM) to manage its developments CBH currently has over 53 developments ranging from

the Inland Empire to Oakley California with an average of 400 employees and a average of 7

staff per development

3

People work at CBH because they want to serve the communities that have low socio-

economic status The employees feel a sense of accomplishment working for this population

helping to serve communities families and individuals Unfortunately CBH has lost sight of

why employees work within this organization By losing sight CBH has taken full advantage of

employees causing the employees to experience low staff appreciation little recognition high

stress and an overwhelming workload

The effect of staff experiencing negative practices at CBH has now resulted in a high

absent rate within CBHrsquos Resident Services Department Having staff absent from the Resident

Service Department and no staff to cover the absences CBH continues to experience non-

compliant status from lenders resulting in fines for each day employees are absent Therefore

causing the corporate office to demand more work from the staff in a rapid pace This has an

overall effect of employees leaving CBH concluding in a high turn-over rate The average stay

of an employee working within the Resident Service Department is three months This high

turn-over rate the company experiences results in CBH spending more money on recruitment and

training

Statement of Problem

This author has observed a high absent rate among employees from within Corporation

for Better Housing Resident Services Department in the 2013-2014 fiscal year This author

argues that the high absence rate from within Corporation for Better Housing is in response to

the realities within the organization of low morale low staff appreciation little recognition high

stress and an overwhelming workload According to Kersley in 2011 employees within non-

profit organizations missed a national average of 93 days of work per year (Kersley 2006)

4

compared to my observation of approximately 11 days of work per year at CBH which is higher

than national average If the employees continuously practice this type of organizational culture

it could be detrimental to the company causing fines non-compliance and or closure

In February 2014 a Resident Service employee was observed to have continuous

absences at one of the Kern County sites causing low productivity within the development

Shortly after the employee returned to work the development underwent an audit for the Federal

Home Loan Bank of San Francisco (FHLBSF) Having to provide the documentation of resident

attendance to the required onsite classes there were specific days in which we could not provide

that information due to the employeersquos absence being unable to conduct the class When CBH

received the findings back from the Compliance Department with FHLBSF CBH was noted as

non-compliant resulting in

1 High Alert with the Lenders

2 Non-Compliant Status

3 Fines

4 Facility closing until non-compliant status was cured

Purpose of Study

The purpose of this study is to shed light on the problem of absenteeism at CBH and

recommend a program that improves the overall organizational culture and practices within this

company In order to improve CBHrsquos organizational culture and practices that contributes to

unacceptable high absenteeism this program will include

1 Identifying specific business and performance issues within the company

5

2 Using the identified indicators and recognized issues to create a program that is well

rounded and tailored specifically for employees at CBH

3 Outline and develop guidelines for program

4 Improving the organization culture at CBH for current and future employees

The ultimate goal is to deliver an informed program that will combat absenteeism at

Corporation for Better Housing and produce organizational culture change for employees within

CBH

Importance of the Study

By CBH taking a proactive role with their employees not only will they follow their

mission and vision by ldquohelping peoplerdquo but they will also be able to decrease cost increase

production and remain in compliance and meet promised requirements Furthermore by curing

the underlying issues of low morality lack of acknowledgement etchellip the employees will

become empowered which will continue to motivate them to do their job effectively and

efficiently By implementing the program the employee will become more stable and reliable at

work picking up production and working more diligently While the overall benefit is to CBH

and the residents that we service

CBH builds affordable housing communities within rural regions in Kern County At

each development in Kern County CBH offers housing and a Resident Services Department in

our onsite Community Centers The Resident Service Department provides residents at our

developments a free computer lab adult enrichment classes senior activities outside resource

availability and a free youth program for children between the ages of 5-17 Within the Resident

Service Department there are specific requirements that must be met in order to receive funding

6

Without meeting the requirements CBH will not receive funding from the FHLBSF and other

lenders This funding allows CBH to continue day to day operations as well as purchasing land

to build more developments If requirements are not met it can result in CBH paying back funds

that were given to provide services within the Resident Services Department With the high rate

of absences observed CBH is consistently out of compliance and is losing money for the

developments If the absences at the sites are slowing down productivity and reliability for the

people who depend on our services it is imperative for CBH to find a solution to the increased

absenteeism that the company is currently experiencing

CBH currently does not have a program in place that acknowledges the employees within

the company for the work that they perform daily In order to deter absences and help the

developments remain in compliance while cutting cost in areas where production is now

struggling CBH has to find the cause and meet the need of the employees and employer This

study will benefit all stakeholders involved the employer employee and the residents who

partake in the services

7

CHAPTER 2

LITERATURE REVIEW

Being the Director of the Resident Services Department the increased number of

employee absences in the 2013-2014 year has been observed and noted Due to the absences

within the department the company as a whole has experienced a loss in production reliability

and money due to being in a non-compliant status moving in the 2014-2015 year Being in a

non-compliant status at several developments the Executive Director Resident Service Director

and Regional Managers received an email from the FHLBSF in February 2014 indicating that

Corporation for Better Housing was fined for 28 million dollars and needed to cure the non-

compliant status of not meeting requirements Furthermore each day the items are not cured the

cure amount owed increases Refer to figure 1 below that contains a letter Corporation for Better

Housing received from the FHLB in February 2014 In order to avoid these issues in the future a

successful solution must occur now

8

Figure1-Non-Compliant Letter

Source Corporation for Better Housing-Ashley Johns Email Inquiry

Chapter 2 will include a review of literature discussing what factors drive people to work

for non-profit organizations the environmental added work or personal stressors that may occur

and cause of employee absences by working within a non-profit organization Lastly outlining

and defining the problem facing CBHrsquos Resident Service Department

There are several factors that are thought to be in relation to employee absenteeism with

examples including stress in their personal life obligation to family dissatisfied with their

employment negative office environment etc (Lukasiewicz 1979 Harris 2013 Levitt 1992

Globe and Mail 1979) It is hypothesized that employees displaying discontentment at work or

9

being unfocused and off task will have an increased absent rate than those who do not display

these symptoms

Employee Commitment to Non-Profit Organizations

ldquoNon-profit and public sector organizations exist both to serve and to create changes in

both society and individualsrdquo (Goulet amp Frank 2002) However studying the organizational

commitment within the non-profit for profit and public sector one would find that the study will

differ between the three entities noting that those who typically have an organizational

commitment are those who want to promote change within the community Therefore one

would observe that employees who work within a non-profit have a different standing being

employed within that type of organization Only a few studies have been done that compare

non-profit for-profit and public entities Within these studies it is a very broad difference not

only within the companies but with the individuals that work within the companies

The hypothesis in this article stems from studying organizational commitment behavior

of individuals in non-profit for profit and public sectors The hypothesis of the study was to

expect for the for profit sector to have the lowest commitment levels while the public and non-

profit will exhibit the highest In order to find these results the surveyors distributed 375

questionnaires to over 16 different businesses and agencies representing all three study

categories (non-profit for profit and public sector) Participants had from January to June 1995

to complete the confidential questionnaires and seal them in an envelope to be picked up for

review Out of the 375 questionnaires 228 responded yielding a response of 61 (Goulet amp

Frank 2002)

After measuring the sector the individual worked in from the number of hours worked

per week family history educational background age and gender the results proved the

10

hypothesis as false ldquoOrganization commitment was highest for employees of for profit firms

followed by individuals employed in private non-profit organizationsrdquo (Goulet amp Frank 2002)

The commitment level that an individual has within a non-profit is defined differently

than in any other sector Individuals who work within the non-profit field has a commitment to

the passion of working with the public and making a difference The commitment to the public

is what continues to keep the individual to work within the company When working within a

non-profit sector researchers will notice that even though the absences may have increased the

level of commitment to the job even though they experience low pay extra hours and no benefits

package is beyond measure It is the commitment to pursue their passion is what continues the

longevity of employment within this sector

Employee Rewards Working at Non-Profit

Extrinsic and intrinsic rewards are a great motivation for those working in any industry

whether non-profit or for-profit However working in a non-profit organization an employeersquos

motivation comes by intrinsic rewards more than extrinsic People who work for a non-profit

organization tend to not care about tangible rewards when it comes to their employment Given

that most people who work in non-profit organizations are not making a large salary they find

their motivation from the self-satisfaction which matters the most to them (ie personal

satisfaction appreciation from employer and new challenges when achieving a goal) (Zaman

2006)

Employees that work for a non-profit work for the organization because they have an

investment in the population and service that they are providing to them By working for the

non-profit sector they find self-fulfillment a sense of doing something worthwhile in their lives

(Zaman 2006) However non-profit organizations that lack an effective rewards system will in

11

turn either have an increased turn-over rate or an increased absenteeism rate It is imperative to

ensure that non-profit employers show their gratitude to their employees in order to keep them

satisfied and happy with the employment that they have Otherwise people who work for non-

profit organizations who do not feel appreciated by the company and or employers will begin to

feel as if they are being used and misrepresented and will begin to have other factors play into

the performance of their job

Motivation and Employment

When applying for employment often time people who are looking for employment are

looking for employment that has the same characteristics in which they embody People who

match their personality and character traits with their employment usually have longevity with

the company and are satisfied even if the employer tends to go through changes (Kjeldsen and

Jacobsen 2012) People who work in the non-profit sector exemplify those who find a job that

matches their character traits Since working in a non-profit is a self-fulfilling position the

motivation of operating in public service is enough for the person to stay content at their place of

employment However we know that often times working within a non-profit can have a high

turn-over rate Therefore how does working with the non-profit that once made you content no

longer satisfies the desire of embodying the mission that was once given

People who work in a non-profit organization have a heart to help people and essentially

go over and beyond their job descriptions while receiving very little pay Working within a non-

profit there is a positive relation between public service motivation and having an attraction to

the day to day socialization that one experiences and the intrinsic thrill of helping people of a

different socio-class all the while making a difference (Kjeldsen and Jacobsen 2006) However

there is a negative relationship that occurs between the organization and the employee if the

12

employer is no longer feeling as if they are appreciated by the organization If the employee

begins to feel mistreated and unsatisfied the public service motivation will no longer be able to

capture the satisfaction of the employee in which the employee will become dissatisfied and

often time either begin to call off of work or begin to seek new employment

Even though many people who work in non-profit organizations are able to embody the

full mission of the company and impact many lives One must understand that if the

organization does not have a strong system of gratitude or reward the motivation of doing public

service work will not be strong enough to keep the employee happy which will result in the

employee moving to a new place of employment

Personal Life Stressors Results in Employee Absences

With absenteeism being at a growing rate another review of literature from an article by

Lukasiewicz (1979) points out that from his investigation he has found that many workers who

experience excessive absences at work is not related to work he notes that high employee

absences are caused by stress in the employees personal life Having stress in a personrsquos

personal life can be caused by having to care for an illness or worrying about other household

items whether it be financial or domestic Lukasiewicz discusses that women are typically those

who carries the burden of this stress resulting in a higher absent rate than men due to having

more obligation to home and family

Before women joined the workforce they were more domestic and took care of the

household while the men went to work However since the households have predominately

become a dual working household someone still had to tend to the family whether it is a sick

child parent or doctor appointment-it has always been the women taking care of the home

Therefore in order to eliminate some of the burden and stress Lukasiewicz suggest that

13

companies should take their employees burdens and offer alternatives in order for the individual

to be taken care of properly By doing so he believes that the rate of absenteeism will decrease

The solution that Lukasiewicz has found is to have a confidential help line that will have

a variety of professional advisors to aid employees through difficult situations and help them

cope or deal with physical mental or social problems Furthermore Lukasiewicz believes that

this will help employees whose personal lives are affecting their work Therefore by offering

help it can cure the excessive absenteeism that is being produced through personal life stressors

Data has been given regarding the assistance program and it is noted that 469 of clients

who called was for personal mental health and 304 who called was or family problems

(Lukasiewicz 1979) After a survey was completed in regards to these services overall clients

who have utilized the services were satisfied with what it had to offer and benefited from the

help

Personality demographic age gender and social status all are relevant to employee

absenteeism in the workplace However findings prove that men over the age of 28 are more

reliable at work and have a low absentee rate While women in general are higher than men

having more obligations to tend to outside of work either with children or ill parents it can be

assumed from the three literature reviews that employers should have a clear defined policy

regarding absences at work while offering assistance to those who trend with absences

Factors of Personality Traits Affecting Occupational Performance

In a research article by Furnham and Bramwell in (2006) an investigative research study

was conducted and it was found and noted that there is a relationship that correlates between

absenteeism personality and occupational performance ldquoThe employer must identify

personality variables that could be incorporated into a model of absenteeism enabling absence

14

taking behavior to be predicted in the workplace thereby reducing absenteeism and reducing

unnecessary cost and workplace disruption (Furnham amp Bramwell 2006) The focus of this

research was on personality traits which can translate to occupational performance It is

hypothesized that people who have poor personality traits will have poor to fair occupational

performance which will result to employee absenteeism

In the sample to prove the hypothesis 54 employees whose age ranged from 17-62 with

an average age of 36 years from different regions in the United States with a range in

occupation within a photo booth company were tested and studied All persons were given the

same survey with a cover letter and asked to complete the survey in which they had ten minutes

to complete Each individual was measured in personality absenteeism and demographic

variables ldquoOut of 200 surveys distributed only 61 were returned and 7 could not be used due to

no identification number was provided therefore only having 54 usable surveysrdquo (Furnham and

Bramwell 2006)

The results in this study supported the hypotheses in the case that certain personality trait

will reflect occupational performance and can result in absenteeism It is found that individuals

over the age of 36 were more dependable and organized while the younger generation tends to

see work as a hindrance and would prefer to partake in other activities that may keep their

attention The research also noted that women tended to be absent from work more often that

any male regardless of age due to obligation to family Even though many employers do not

record or keep record of employees absences the results are evident-absenteeism personality and

occupation are all interrelated

15

The Variables of Employee Absences

In an investigative study by Jensen and McIntosh (2007) Jensen and McIntosh models

that the variable of absences will fall either in one of these five categories demographic

characteristics personality social context job related attitudes or decision making mechanisms

However upon completing the research they focused on two factors that can cause people to

have high absence rate ldquoThe first factor that is used is categorized as consequences of events

that are beyond an individualrsquo control the second factor is both short and long run implications

of attendance decisionsrdquo (Jensen amp McIntosh 2007) When dealing with the first control

variable ldquoconsequences of eventsrdquo we are dealing with the following serious illness or injury in

a car accident In these incidents the employee does not have a choice whether or not they are

able to go to work In the second control variable ldquoshort or long run implications of attendance

decisionsrdquo we are dealing with people who do not call off work for a long period of time and has

a great attendance record will give the employer a sense of reliability and comfort and short run

will do the opposite ldquoIt is hypothesized that there are both discretionary and exogenous

components in decisions concerning work attendancerdquo (Jensen ampMcIntosh 2007)

In this sample to prove the hypothesis a survey was given to 5070 employees who were

employed at the same company and aged between 18-64 years old The survey contained

questions about their personality characteristics and different conditions in their workplace with

reflecting on how many days they were absent in the past 12 months Other controlled variables

included but were not limited to length of time in position health status tenure status age and

gender and work environment

The findings differ from men and women The results for women support the hypothesis

Since older women do not have to experience issues or situations with children unlike younger

16

mothers it makes the findings for older women to be slightly more reliable and suitable for

employment While men do not normally deal with consequences or events outside of their

control men have more of a long term employment rate with very low absences in the office

With both men and women taking the survey for this study it is not surprising that women

between the ages of 24-36 experience absenteeism at a high rate than any other age or gender

Furthermore noting that women in that age bracket have more obligation to families and other

consequences and or events that causes them to take off work frequently

Definition of the Problem

Even though Corporation for Better Housing wants to improve the lives of individuals by

offering them beautiful affordable housing communities and an enhanced Resident Services

Department CBH has grown too quickly to do so During this growth CBH seemingly no

longer values their employees who embody the mission to make changes in the lives of people

who they serve on a day to day basis For example in previous years the staff would receive

large bonuses during the Holiday season which was a token of appreciation to show the staff that

they appreciated for the hard work that was put forth throughout the year However during the

fiscal year of 2013-2014 the staff did not receive bonuses but were told that since the company

is paying partially for their health insurance they would no longer receive a bonuses or Holiday

parties and they should view the insurance as their bonus

Studying what factors highly contributed to high absenteeism within non-profit

organizations it is observed that employees at CBH feel mistreated underappreciated and are

left with a void even after fulfilling the needs of the people Having observed employees

working endlessly throughout the day not taking lunch breaks working 3-4 hours in unpaid

overtime as they operate with the demands in reporting to three different Supervisors throughout

17

the day Given that the employee has worked tirelessly throughout the day the employee does

not feel appreciated for their hard work Employees have been chastised and reprimanded for for

audit documentation that they should have been completed but did not have the tools (computer

scanner and or printer) to complete the task Furthermore after the employee is typically

chastised they are reminded that CBH is an at-will employer and they can be let go at any time

When the mentality of the employee begins to shift towards a negative disposition against the

employer it is almost evident that the employer has lost the employees drive and ambition to

continue productivity within the office Furthermore noting the employee being dissatisfied

with their place of employment will begin to have the mindset of not wanting to go to work

When the employee begins to feel this way it is evident that the employee will begin to call in

sick to work to avoid showing up and dealing with work

Within the Resident Service Department at Corporation for Better Housing the staff do

not receive the support that is needed from onsite or managerial staff and they do not feel the

gratitude or appreciation that many need in order for the desire of the company to remain strong

Having added stress and lacking employee appreciation has caused the commitment from an

employee to an employer to plummet

While no specific reward program is currently implemented at Corporation for Better

Housing this literature review is an approach to define the importance of

1 Factors that drive people to work in a non-profit organization

2 Added environmental stressors from working in a non-profit that can cause absences

3 Other causes of employee absences within the non-profit sector

18

Major Stakeholders

Those most affected by high absentee rate within the Corporation for Better Housing

Resident Services Department are the employees the employer and the people they service The

main priority of the organization is to build developments and offer social services to those

living within the facilities Part of the process in fulfilling this priority is to ensure that the

department is not experiencing high absenteeism rates from their employees If we can decrease

the number of employee absences within this department is will positively affect CBH as a

whole

Goals and Objectives

The goal is to motivate the corporate office at CBH to offer an employee recognition

program to increase employee satisfaction and combat absences at CBH The ultimate objective

is to remain in compliance with the FHLBSF build new developments and offer an outstanding

stable services department at every development The overall long-term goal is to ensure that the

employees within the Resident Service Department continue to remain self-motivated while

CBH implements the recognition program Implementing a recognition program and decreasing

the absence rate for the employees is beneficial to the overall success of CBH

Measures of Effectiveness

From the information obtained from the literature review Chapter 3 will design the

rewards program which will be used as a tool to decrease the absences that the company is

experiencing from the employees To measure the effectiveness of the program the Resident

Service Director and Coordinators will observe employee absences and employee satisfaction

and compare it to the previous months

19

Potential Solutions

Implementing a recognition program for all staff will emphasize that the company has a

problem with absences occurring from their employees Currently there is nothing in place to

offer reward incentives to employees from the employer to show that they are in gratitude of

their service In order to decrease the number of absences CBH is experiencing CBH needs to

take a proactive role with their employees by following their mission and vision to ldquohelp

peoplerdquo Doing so will also decrease cost increase production remain in compliance and meet

promised requirements in order to continue receiving funds to move forward with the company

20

CHAPTER 3

PROGRAM DESIGN

This chapter will provide a detailed recognition program that CBH should adopt This

program design is intended to change the current organizational culture within CBH and reduce

the excessive amount of absences that occur with the employees within the Resident Service

Department The goal is to decrease the amount of absences within the department by

implementing a recognition program that is tailored to the factors that cause the absences

Improving the absence rate among employees at CBH CBH needs to design a program

that will change the current organizational culture at CBH The program should focus on the

lack of rewards low morale and underappreciated staff Therefore the recommendation of the

recognition program that is designed to combat high turn-over rate and absences can be fully

implemented With CBH working on improving absenteeism within the workplace it will also

possibly cure the issue of employee turn-over rate The current organizational culture within

CBH is not acceptable and needs to be rectified The goal is to decrease the amount of absences

within the department by implementing a recognition program that is tailored to the factors that

cause the absences

In order for CBH to run effectively CBH must have reliable employees With the

excessive amount of absences that the Resident Services Department has endured over the course

of a six month period the mission and objective of the company is not being fulfilled The

productivity is suffering and the cost of missing employees is increasing and company is

operating in a non-compliance If the program is implemented it will be a stance to fight back

against the high absences that is occurring within this field

21

Mission Statement

The mission of this proposal is to establish an effective program for CBH to adopt that

would combat the amount of absences while changing the current organizational culture within

CBHrsquos Resident Service Department This proposal is designed to benefit both the employer and

the employee The proposal will benefit the employer by decreasing the amount of absences in

the Resident Service Department By decreasing the absences the productivity cost and the non-

compliance status for the company will be cured The proposal will benefit the employee by

providing a recognition program that will eventually boost morale with providing the staff

recognition that the employees need in order to continue to feel motivated at work

Rationale

The rationale for this program proposal is to see if a reward program will assist CBH in

decreasing the number of employee absences that are occurring on a day to day basis The

expectation from the research will show that employeersquos absences will decrease due to the

employers meeting the needs of the underline employee factors studied through the research By

offering a rewards program to the employees the employor will provide a filling to a void that

has caused the employees morale to decrease Consequently the additional support benefits the

employee as well as the employer resulting in a more stable and reliable work environment

This recounts the program definition of not having a program in place to help combat

excessive employee absenteeism with CBH The research intends to develop training and

recommend a program that will allow CBH to provide good customer service to their own

employees The first step in this process is to review or put in place items that the employees

22

should have such as employee handbook outline training and programs that should be in place

at CBH The next step in this process will be to outline and develop the program

Funding

If the recommended policy is accepted funding will be needed to purchase materials

provide trainings provide staff accommodation to workshops and pay a third party developer to

work for CBH as a liaison to investigate identify recommend and develop a staff recognition

program All funds needed to implement this program will be proposed for by CBH to fund the

program design entirely

Program Development

According to the literature many employees working within non-profit organizations are

frequently absent from work because there is a self-fulfilling sense of accomplishment that takes

place Not working for money but for self-accomplishment and appreciation for the work that is

done is what employees lack while working within CBH Figure 2 below will provide an outline

model of the intended program development

23

Figure 2 Program Outline Model

Identify performance Issues Review Positions and Job Descriptions

INPUTS OUTPUTS OUTCOMES

Investments (What is invested)

Activities Evidence (What we intend to (What will be

accomplish) produced)

Short-Long Term Results

Overall Benefit

High Office Decrease Employee Provide a Staff Money Morale Absences Meaningful Program Development Trainings

Employee Decrease Employee Produce Time Engagement Turn Over Measureable Return Workshops

to CBH Staff Employee Increase Productivity Staff Support

Recreate Company Motivation Groups Decrease Employee Culture Training

Staff Cost Employee Remain in Appreciation Recognition

Overall Company Compliance with Program Employee Behavior Change Lender Support

Knowledge

Evaluation

Therefore in order to attack the situation the plan is to

1 Research the business in order to understand and identify the business performance and

operation that is entailed at CBH

a The research of the business will be completed by a third party program

developer that will investigate possible causing issues of current employee

behavior to help identify the reality of CBH employees while at work The

researcher will develop its findings by visiting sites and speaking with staff The

third party can also perform its own investigation on CBH in order to get a full

24

scope to understand factors within the company that may be ignored that is

causing the employees to behave in the manner they are behaving

2 Review of the Resident Service Department job descriptions and requirements at each

specific site (by doing this the developer will have a clear understanding of the

workload of the employee in order to develop effective guidelines for managers who will

be responsible for implementing the program)

a The initial review of the Job Description will take place by the Resident Service

Coordinators (RSC) The RSC will receive a current copy of the active

description for the Director and begin to review the description by shadowing

three different onsite staff for two weeks the RSC should receive a clear picture

of what the position entails The Resident Service Coordinator will then review

the Job Description to ensure that the description that is on document coincides

with the actual duties that the onsite staff renders on a day to day basis By doing

so the developer will have a clearer understanding of what the position entails

The second review will be completed by the Resident Service Director with the

final review by CBH Executive Director A second and third review will ensure

that the job description is a representation of what is happening on the field

Figure 3 will shows the Job Description for the 2013-2014 year while figure 4 shows a revised

job description for the 2014-2015 year (see figure 3 and 4)

25

Figure 3 2013-2014 Job Description

Source Corporation for Better Housing Resident Human Resources

26


Source Corporation for Better Housing Human Resource Department

27

3 CBH Directors and Supervisors will provide staff trainings to staff company wide Since

the company is stretched out with distance these trainings will take place in a central

location quarterly in order for all staff to attend Trainings will be mandatory for all

staff The trainings will provide

a Information and clarity on Job Duties and Expectations

b Update staff on any changes and new policies developing within the company or

in the industry

c Providing feedback in a group setting on what is working at individual

developments

4 CBH Supervisors and Employees will begin to research and look for workshops that will

provide insight for Property Management and Social Services divisions These

workshops will provide outside help tools and support that is needed within the

company having many divisions and staff The workshops will provide employees with

tools necessary to think outside the box and share information within the department

This will produce growth within the company-by doing the job more effectively

5 A third party developer will come to CBH to Outline and Develop guidelines for the

employee program The program will be designed to engage employees in the field

through recognition By implementing a rewards recognition program CBH will be able

to motivate the staff boost morale and the sense of appreciation toward employees

which can positively result in increased work performance and decreased absences The

following recognition are possible in the design

a Awards for Service awards for service can be designed for those employees who

tend to go over and above their job description-catering to the service that they

28

are provide to the customer no act is too small or too big to possibly receive

recognition is this manner

b Birthday Acknowledgement everyone likes to be acknowledge and appreciated

on their birthday The developer will develop a reminder for staff of each

employeersquos birthday and will prompt a birthday email from the Corporate Office

to the individual employee wishing them a Happy Birthday

c Caught being Extraordinary many individuals perform good deeds within their

company that is seen but not recognized The caught being good system will be a

system that everyone can partake in When you catch someone doing something

out of the ordinary they are able to hand the staff a slip that simply states ldquoYou

were caught being extraordinaryrdquo

d Recognition by Peers Being recognized by your peers can be a wonderful

indicator that you are performing your job within the office By being

recognized by your peers the staff will give the recognition to the Managing

Supervisor will provide the recognition the Supervisor and recognized the

employee at the staff meeting

e Managerial to Staff Recognition recognizing staffs efforts for the month

6 Develop a memorandum of understanding for both employers and employees to abide by

(in doing this there will be an understanding that abuse of the program or favoritism will

not be tolerated in any manner)

7 Pilot the program with close monitoring

29

a While piloting the program for the first two months every two weeks the

program will be evaluated by both managerial staff and resident service staff to

ensure quality

b At the third month of piloting the program the Resident Service Director and

Coordinator will assess the number of absences within the Department by

retrieving information from emails and the company controller office By doing

so should give a clear indication if the program implemented is providing success

8 Implement

a The program will be implemented while being consistently surveying employees

and employers in which the Resident Service Director and Coordinators will

continuously evaluate and review the program offered every three months

b If success is measured we will continue implementation with consistent

evaluations reviews while making necessary changes

Implementation Procedures

Implementation is focused on CBHrsquos Resident Service Department but the program

could be applied to any non-profit organization depending if the company is experiencing similar

issues In order to reach the immediate need and to cure the excessive amount of absences with

the employees the program needs an immediate implementation in order to receive immediate

success which can be evaluated based on the decreased number of absences in the department

bull Phase One April 2015-July 2015

o Research investigate and identify business and performance issues at the

developments

30

bull Phase Two August 2015-September 2015

o Review and Revise Job Descriptions to begin to develop trainings on time

management job duties and employer expectations

bull Phase Three October 2015-December 2015

o Research and register employees to attend workshops and seminars in 2016

specified for the region they are in employed in that discusses policies and

procedures for the industry they are employed

bull Phase Four January 2016-February 2016

o Outline and develop rewards program to pilot in March 2016 that is specific to the

employees but beneficial to all stakeholders

bull Phase 5 April 2016-

o Implement and Evaluate

Management of Program

The main decision maker in the outline and development of the rewards program will be

the Executive Director The Executive Director shall review and make changes to the proposed

developed outline and oversee the budget for the proposed rewards program However the

Resident Service Director and Resident Service Coordinators would also be decision makers in

the process because they oversee and supervise the curriculum and the employees that work

within the department Furthermore the three Resident Service staff mentioned above will also

receive input from other important onsite managers to assist with any protocol and protection

plans for the reward program The Resident Service Director will manage the promotion of the

new program and its mission and goals

31

The program will be a new component within the company If the program is found to be

successful it has the potential to achieve the intended goal and save the company on cost while

boosting production

Research Design and Analysis

The successful implementation this program should strive to achieve balance where all

parties involved will receive a benefit The benefit for the employer is increased production

decreased absences and decrease employee cost while the benefit for the employees is increased

appreciate and a boost in office morale An effective program will perceive from the core pillars

in the figure below

Figure 5 A Shape of a Successful Program

Program Structure

Delivery

Identify

Solution Provider Participant

Client

32

As a measure of effectiveness observation of employee absences from the Resident Service

Directors and Coordinators will take place as well as the observation of cost and production will

be the determining factor of whether or not the program is successful It is suggested that

changes happens immediately it will be beneficial to assess the program for quality assurance

every three months over a 1 year span

Criteria for Recommending Alternatives

The measures used to compare alternatives will have a primary base of feasibility and

effectiveness Feasibility will clarify whether or not the alternatives are accurate practical and

realistic to the employees and employers while effectiveness will address whether or not the

alternative is successful For the interest of this study the main priority will be effectiveness

which will address whether or not the program decreases employee absences within the Resident

Service Department at CBH Furthermore the goal of the program is to empower and motivate

the employees through rewards performing their job duties at an exceptional level which will

have an overall result of boosting staff morale and decreasing employee absences

Bring that feasibility is a study of an evaluation and analysis of the potential of a

proposed project (Guralnik 1970) the feasibility of this program proposal will be measured by

the level of proficiency that the program is implemented being able to possible change the

overall culture and the morale of the company Depending on the acceptance of major

stakeholders which are the employees and employers of CBH will depend on how feasible the

rewards program will be Prior to the rewards program being implemented there will be a

memorandum of understanding between the employees and the employer because they will be

the ones to drive the rewards program into success

33

Comparison

If Corporation for Better Housingrsquos Resident Service Department continues with the

same status quo this will mean that the high rate of absences with employees will continue to

increase and there will be no program to cure the problem Corporation for Better Housing

currently does not have a rewards program that incentivizes its employees There is no

comparison to the proposed program The status quo has no recognized process that decreases

the number of absences that an employee experiences nor is there anything showing that the

company has taken a proactive role with the matter

By comparing the status quo to the program proposal grounded on effectiveness and

feasibility the proposed program would be effective because Corporation for Better Housing

would see the benefit in the program and desire to increase production decrease cost and give

employees the gratitude in which they are searching for If program is utilized properly and not

abused by all stakeholders the program will be effective and successful

Furthermore the proposed program would be feasible because the employers will

implement the self-running self- sustaining program while benefiting from the program During

the program the employees are being conditioned through the employer with incentives which

will boost morale retention and satisfaction The incentive will also decrease the number of

times one calls in sick Therefore an agreement regarding the proposal will be gained and the

stakeholders involved will accept the new approach and accept the proposal

The goals of the program can be met if CBH follows the steps of the proposed program

It will then allow for the employees to successfully change habits while the company in the long

run is producing a new culture within the company

34

Monitoring and Evaluation

In order to monitor the progression of the proposed program the employee absences will

be observed by managerial staff and human resources By observing the number of absences we

will be able to determine if the proposed reward program is giving us the desired result by

providing employee appreciation and gratitude improving the overall issue of absenteeism

Furthermore with the reward programrsquos slow and steady implementation alongside with the

amendments and program policies if adopted CBH can move forward in the first few months

which will be trial and error Both the employer and employees will be able to make suggestions

to the program in order to enhance and improve

Evaluation will be based on the decreased number of absences within the department

The Resident Service will take quarterly confidential evaluations on the program while the

managerial and corporate employees will evaluate the program every other month assessing the

effectiveness of the program to ensure that the program was implemented and utilized properly

35

CHAPTER 4 CONCLUSIONS AND RECOMMENDATIONS

Conclusions

As the Resident Service Director at Corporation for Better Housing it is here argued that

employees are in need of a program that helps decrease the number of absences for employees

within the company boost employee morale provide education for on the job duties and

expectations while motivating staff to produce high work productivity resulting in CBH

decreasing employee cost The employee program is designed to be effective and provide the

necessary support to staff in the field

Recommendations

Corporation for Better Housing is currently struggling with high rates of absenteeism

from their employees CBH should seek effective ways to deal with employees and the rate of

absenteeism by providing a remedy to cure issues that are residing within the office which are

low office morale little staff recognition high stress and an overwhelming workload By

providing an effective comprehensive program designed to benefit both the company and the

staff will have an overall benefit to CBH with the designed program to providing a measurable

return back to the company CBH simply knowing the performance issues will not cure the

problem In order for CBH to reduce the number of employee absences decrease employee cost

and increase production CBH must understand what needs to be done to impact the issue see

recommendations below

1 It is recommended that Corporation for Better Housing identify the issues that are

causing the employees to miss work often example would be for CBH to hire a third

party developer to investigate causes of absences at work The developer can visit the

36

sites speak with staff and spend time with employees day to day to receive an

understanding of what is happening within the company

2 It is recommended that Corporation for Better Housing review the job descriptions

expectations and requirements at each site By doing so CBH will understand if further

training in this area is a need for the employees in order for them not to feel overwhelmed

while doing day to day task

3 It is recommended that Corporation for Better Housing provide mandatory staff trainings

These trainings will be in a central location for all staff to have the opportunity to attend

The training will be designed to inform employees of changes train them in the areas of

their departments discuss property requirement and introduce new company policies and

procedures Due to the distance per site this particular meeting will be conducted outside

the proposed monthly meetings and will be held quarterly

4 It is recommended that Corporation for Better Housing provide funding and make

available local workshops and seminars for their staff to attend in order to enhance their

knowledge and understanding of the industry they work in

5 It is recommended that Corporation for Better Housing implement an employee rewards

program that is designed to engage employees through recognition The program will

motivate the staff boost morale and give staff the appreciation and the recognition that

they are seeking from upper management By implement this program the benefit to

CBH will outweigh the cost of the program by decreasing employee cost increasing

productivity and providing lenders with the outcome that is expected from the

developments

37

In order to decrease the number of employee absences Corporation for Better Housing needs

to better understand factors that are in play CBH needs not only identify the issues that are

causing the employee absences but they must be proactive in countering these issues with

targeted program strategies Failure to do so may be detrimental to CBHrsquos future

38

Appendix A

Institutional Review Board Authorization

39

Bibliography

Corporation for Better Housing (ND) Retrieved from wwwcorpforbetterhousingcom

Diestel Stefan and Jurgen Wegge and Klaus-Helmut Schmidt The Impact of Social Context on the Relationship between Individual Job Satisfaction and Absenteeism The Roles of Different Foci of Job Satisfaction and Work-Unit Absenteeism Academy of Management Journal 2014 (Vol 57 No 2 99 353-382)

Furnham Adrian and John Taylor The Dark Side of Behavior at Work Understanding and Avoiding Employees Leaving Thieving and Deceiving New York Palgrave Macmillan 2004 Print

Furnham Adrian and Melissa Bramwell Personality Factors Predict Absenteeism in the Workplace Department of Psychology University College London 2006 Journal (Vol 4 No 2 pp 68-77)

Goulet Laurel amp Margaret Frank Organizational Commitment across Three Sectors Public Non-Profit and For-Profit Public Personnel Management 2002 (201-210)

Griffin Ricky W Fundamental of Management Mason OH South-Western Cengage Learning 2012 Print (280)

Guralnik David B Websterrsquos New World Dictionary of the American Language New York World Pub Co 1970 Print (27)

Harris Margaret How tohellip Combat Staff Absenteeism South Africa Sunday Times 2013

Jensen Seren and James McIntosh Absenteeism in the Workplace Springer-Verlag 2006 (125-139)

Kersley Barbara Inside the Workplace Findings from the 2004 Workplace Employment Relations Survey London Routledge 2006 Print (232)

Levitt Howard Dealing With Worker Absenteeism Canada Toronto Star Journal 1992 (C1)

Lukasiewicz Mark Growing Rate of Employee Absenteeism Seen as Symptom of Bad Management Canada The Globe and Mail Journal 2006

Schwartz Karen Absenteeism Turnover Contractors Working Overtime To Control Problems Cut Costs Midwest Construction Journal (Vol 11 No 5 pp 25)

Secord Hugh and Hugh Secord Implementing Best Practices in Human Resources Management Toronto CCH Canadian 2003 Print (33)

40

Wilfred List Change in Attitudes toward Work Could Help Cut Frivolous Absences Canada The Globe and Mail Journal 1979 Zaman Khalid Relationship between Rewards and Employees Motivation in the Non-Profit Organizations Pakistan Business Intelligence Journal 2011

Kjeldsen Ann and Betcher Jacobsen Public Service Motivation and Employment Sector Attraction or Socialization Oxford Advance Access Publication 2012

41

Copyright

By

Ashley L Johns

June 2015


By Ashley L Johns


~ C2 ~-----~-~6___o-+--=--1--=--J-First Reader


Acknowledgements














Thank you


do


TABLE OF CONTENTS








FIGURES






ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41


By Ashley L Johns


~ C2 ~-----~-~6___o-+--=--1--=--J-First Reader


Acknowledgements














Thank you


do


TABLE OF CONTENTS








FIGURES






ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

Acknowledgements














Thank you


do


TABLE OF CONTENTS








FIGURES






ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

TABLE OF CONTENTS








FIGURES






ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

FIGURES






ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

ABSTRACT



CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

CHAPTER 1























1
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41
























2























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41























3















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41















training








4














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41














3 Fines


Purpose of Study






5







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41







CBH
















6















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41















7

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

CHAPTER 2

LITERATURE REVIEW












8











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41











9


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41


these symptoms



















Frank 2002)



10



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



















2006)





11
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41
























12
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41
























13












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41












help












14













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41













Bramwell 2006)









15
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41
























16
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41
























17






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41






















18

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

Major Stakeholders







whole















19

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

Potential Solutions








20

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

CHAPTER 3

PROGRAM DESIGN














cause the absences







21

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

Mission Statement









Rationale












22



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



Funding






Program Development






23








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41








Overall Benefit







Knowledge

Evaluation









24




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41




















25



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



26



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



27







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41







in the industry


developments















28






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41






















29



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



ensure quality





8 Implement














developments

30























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41























31



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41



boosting production






in the figure below


Program Structure

Delivery

Identify


Client

32























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41























33

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41

Comparison






















34














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41














35


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41


Conclusions







Recommendations














36






















developments

37





38

Appendix A


39

Bibliography















40



41






















developments

37





38

Appendix A


39

Bibliography















40



41





38

Appendix A


39

Bibliography















40



41

Appendix A


39

Bibliography















40



41

Bibliography















40



41



41

an analysis of absenteeism with recommendations to produce

Documents