Table of Contents
Employee absence is harmful to the success of an organization. A missing employee forces the supervisor to assign his or her duties to a different employee. Although, in most instances, the organization compensates the employee for the extra work, his or her morale and productivity goes down.
The Modern Medical Center was suffering from Parkinson’s Law of Sick Leave Abuse because of its Paid Sick Leave Program. The implementation of the Leave Bank System had various consequences to employee’s with excellent attendance and to poor attenders. This paper will look at the Intrinsic, extrinsic and social outcomes of the Leave Bank System before and after its implementation at the center.
According to Bernard, intrinsic outcomes have a basis on what is enjoyable and important to a person. Such a person has an internal drive towards doing the best for the organization; he or she enjoys doing it. Intrinsic outcomes also arise because of a reward the employee receiving such as a monthly salary. Extrinsic outcomes arise after receiving a reward from an external person in the form of money, job promotion, job approval etc. Social outcomes refer to the social benefits that accrue to an employee by virtue of being a worker at a certain place of work.
Before Implementation
Intrinsic Outcomes
- Excellent attenders are lowly motivated because of being forced to undertake jobs that are not theirs. They lack that inner drive to work towards the success of the organization. Rarely will such an individual undertake certain tasks without being instructed to do so.
- The poor attender will have a high sense of motivation because he or she gets a reward for missing work on the premise of sickness
Extrinsic Outcomes
- Poor attenders will rarely show any extrinsic outcome because of the fact that they will rarely get approval from their supervisors and fellow employees. All they get are complains and repressions. On top of this, because of their low job attendance and low productivity, they have a little chance of job promotions.
- Excellent attenders will show a high level of extrinsic motivation. Firstly, the get a monetary benefit for the extra work they do. Secondly, they get job approval from their supervisors and managers for accommodating a high workload. Thirdly, they are more likely to get promoted than poor attenders.
Social outcomes
- Poor attenders rarely get time for their social activities such as evening outings because of the increased workload.
- Paid Sick Leave Abusers could plan their social activities.
After Implementation
Intrinsic Outcomes
- Both poor and excellent attenders did appreciate the benefits of the new program. Job productivity increased after its introduction clearly showing that the employees were beginning to love their jobs.
- The chance to convert their unused sick days to money or carry them forward, gives them an extra intrinsic motivation.
Extrinsic Outcomes
- The Leave Bank System seems to have harmonized all workers. This is because nobody was forced to do another employee’s work. Employees are respectful and appreciative of each other, a sign of job approval. Conflict amongst the employees was low.
- The low levels of absenteeism show that the employees are satisfied in their respective jobs.
Social Outcomes
- As long as there were some days on the credit side of an employee’s Paid Leave account, the employee could draw on them at any time upon approval from his or her supervisor.
- Lack of extra shifts and the flexibility of the program meant that it was possible for an employee to make social plans for him or herself.