Professional Documents
Culture Documents
Stephen Vincent
BSc Business Management
April 2015
Presented as part of the requirement of the degree of BSc
Business Management, Canterbury Christ Church University
Word Count:
6996
This project is the product of my own work and has not been presented for any other award.
I declare also that this Problem Orientated Project is available for reference purposes and
inter-library loan.
Photocopying rights are reserved by the author and permission must be obtained prior to
any copies being reproduced.
The author of this report would like to extend their gratitude to Bob Smith, Store Manager of
ACME, for allowing the research to be conducted.
The author would like to thank the employees of ACME for their participation in the
Employee Well-being Survey 2015.
Also gratitude is extended to CCCU mentor Robert Mikecz for supporting this report.
Contents:
i
ii
Executive Summary
1.0 Introduction
5
5
5
6
7
11
14
14
15
16
18
18
19
19
23
27
31
32
5.0 Conclusions
35
6.0 Recommendations
36
7.0 Bibliography
37
8.0 Appendix
38
ii Executive Summary:
This report was commissioned to provide an analysis and calculate the
cost to the organisation that unapproved absence incurs within a single
store (ACME- Canterbury).
The author conducted primary research, in the form of an Employee Wellbeing self-administered questionnaire*, to gather quantifiable data to
ascertain the nature of the issue. This data identifies the internal and
external causes of absence, isolates the problem within the attitudes and
attributes of employees; and audits the managerial attitude and response
towards this cost.
Presented below are several key findings of the report that are of concern
to the researcher:
100% of managers stated that they did not have the time to conduct
absence management procedures effectively.
Key recommendations:
Set a target in line with the CIPDs (2013) target of 2.3 days per
employee, P/A; saving ACME and estimated 16,163.55 P/A
(estimated national savings of 9,762,784.20).
1.0 Introduction:
ACME UK operates 604 retail sites in the UK, competing in the grocery
sector. Key to the firms competitive advantage is a strategy of costleadership.
1.1 The Problem Defined and the Organisational Impact:
According to the CIPD (2013), as cited by Leatherbarrow et al. (2014),
private sector employees in the UK average 6.1 days unapproved absence
P/A. The store manager was concerned as ACMEs average appears to
exceed this.
Figures presented by the CIPD (2013) state that the average cost to a UK
organisation due to unapproved absence is 595 per employee, P/A.
Store ACME employs 29 hourly contracted members of staff, this equates
to 17,255.00 P/A of un-utilised labour costs to the firm using the CIPDs
(2013) figure. However this cost is based on the store having a normative
absence average.
1.2 Aims of the Report:
1.3 Objectives:
Figure 2.2.1
Figure 2.2.2
Figure 2.2.3
Gross (1996) also states that stress and the human immune system are
invariably linked. Employees who experience stress will suffer from
symptoms which are often mistaken for viral infections or colds. However
prolonged exposure to stress weakens the bodys natural defences
therefore increasing an individuals propensity to contract a virus.
Cox (1978), as cited by Gross (1996. P. 135), developed the engineering
model. This model claimed that stress is inflicted upon an individual by
external factors (i.e. workload) and stress is the internal manifestation of
these external pressures, this in turn gives rise to a stress reaction or
strain; therefore the stress is located in the stimulusstress is what
happens to a person (not what happens within a person). Supporting this
theory Goetsch and Fuller (1995) state, as cited by Gross (1996. P.135),
stress [is] an interaction between an organism and its environment.
Organisations are able to manage the working environment, and as
Leatherbarrow et al. (2014) state, are obligated to provide a safe working
environment conforming to HSE (2014) legislation.
Based upon these viewpoints it would suggest identifying the extent to
which the stress, both psychological and physiological, of an employees
workload/deadlines/time constraints impacts their rate of attendance is key
to the research. Finding a correlation between these factors can allow
management to identify work processes that require improved training or
the reorganising of activities to lessen the exposure to, or the perception
of, stress.
As well as stress being a cause of illness Gross (1996) suggests that pain
is heightened when there is the presence of a stressor. The higher the
stress level of an employee the lower their tolerance or acceptance of pain.
According to the HSE (2013), as cited by Leatherbarrow et al. (2014),
manual workers are susceptible to more incidences of absence than nonmanual workers. Based upon this it would be prudent to address the issue
of absence due to musculoskeletal problems not simply from an angle of
Health and Safety in the work place, for example training in manual
handling, but the impact of stress influencing the zone of pain
tolerance/acceptance.
Just as workload and stress influence an employees potential attendance,
or lack thereof, an employees work schedule may place pressure upon
their circadian rhythm. According to Gross (1996) the circadian rhythm
regulates the bodys blood pressure, body temperature and hormonal
stability. Gross (1996) highlights how shift workers suffer from increased
psychological disorders such as stress and depression as a consequence
of irregular cycles of sleep. This theory can be applied to identify to what
extent erratic or routine shift patterns impact upon an individuals rate of
attendance.
2.3 Management of absence - HRM concepts:
Leatherbarrow et al. (2014) state that, although employee absence will be
noticed by management and colleagues, without monitoring and measuring
the problem cannot be quantified nor addressed effectively.
According to the CIPD (2013), as cited by Leatherbarrow et al. (2014. p.
373), managing absence can be aided by return-to-work interviews; with
86% of organisations using this method. This process according to the
CIPD (2013), as cited by Leatherbarrow et al. (2014), affords line
managers the opportunity to record details on the causes of absence and
discuss the issues with subordinates.
The return-to-work interview is the only official absence management
procedure implemented by ACME (2014). Although return-to-work
interviews are part of company policy, and the academic sources support
their merit, there are other methods available to managers.
Therefore, as Saunders et al. (2012) state, it was vital that all questions
were conscientiously designed to gather essential data, data that was
required to meet the objectives and the aims of the report and nothing
further. This was key to the development of the survey as, according to
Foddy (1994), as cited by Saunders et al. (2012. P. 429), the researcher
[must be] clear about the data required before designing the questions;
which ultimately provided the data for analysis. Achieving this required
breaking down the issue of absenteeism into four areas of HRM employee attributes (demographics), employee attitudes (psychographics),
managerial application of procedures and managerial attitude to
procedures - and basing questions around the core theoretical concepts of
HRM relating to absence from the literature reviewed. As well as
customised questions, developed from the key concepts reviewed,
questions were adopted and adapted from the Department for Work and
Pensions (2011) Health and Well-being at work: a survey of employees
report 2011 produced by Young and Bhaumik (2011). This method, as
Saunders et al. (2012) state, allowed the author to compare and contrast
certain results with that of the national average if required.
3.3 The Questionnaire Design:
The questionnaire consisted of a mixture of List questions to identify
attribute variables (Dillman, 2009, as cited by Saunders et al. 2012. P.
425) such as age, gender and contracted hours. This method, as
suggested by Saunders et al. (2012), was appropriate to collect data of a
clearly defined nature. Data defining the attributes of the workforce was
identified as being necessary to the findings based upon The Rhodes and
Steers (1990) process model of attendance.
However Saunders et al. (2012. p. 433) state that unpredicted responses
may arise from questions deemed intrusive, therefore prudent care was
taken when wording questions and only attributes highlighted by Rhodes
and Steers (1990), as cited by Torrington et al. (2011), were collected.
Attributes such as race or religion have no theoretical merit to the Rhodes
and Steers (1990) model so were superfluous to requirement. The
sensitive nature of the issues investigated resulted in certain questions,
although adapted from a governmental survey, not being completed by all
respondents (see data analysis and findings figures 4.1.6-4.1.8).
3.4 Sampling:
Questionnaires also encounter validity issues when the sample size is
open to scrutiny. Sampling, as stated by Saunders et al. (2012), is a cost
effective way to gather data to derive a set of statistics that can be
estimated to be representative of a wider population. However suitable
sample size is dependent on several key points - the researchers
tolerance for a margin of error (accuracy of the results), the size of the
population, nature of research and the confidence in the data being
statistically applicable across the total population. Saunders et al. (2012. P.
260) state that time and financial constraints often require samples of
populations, however due to the number of employees at ACME (29 hourly
contracted employees and 4 managers) a census was possible as this
population was of a manageable size.
3.5 Testing:
During the development of the questionnaire it was necessary to trial
several drafts. The initial trial constituted of one student, working in the
grocery sector. The student completed the questionnaire with no
researcher assistance required. However upon reflection it was decided
that although section two of the questionnaire was able to effectively
gather data on health issues, it would have provided no data as to the
frequency to which these issues afflict the respondent; therefore there was
no potential to develop a risk matrix.
According to Mitchell (1996), as cited by Saunders et al. (2012), the validity
of results obtained from a questionnaire are enhanced if the sample
returns the same responses on more than one occasion. However due to
time limits and the motivation of respondents to participate in a
questionnaire twice this was not possible for the final study. In order to
apply the test/re-test principles as suggested by Mitchell (1996), as cited by
Saunders et al. (2012), the questionnaire was piloted by a panel of three
students. Each respondent completed the questionnaire on a Monday
morning and then repeated the process the following Monday. The second
Monday morning was selected to simulate the conditions of the initial trial
as much as controllably possible. The data obtained was 93% identical, the
7% margin of error can be attributed to the week time gap.
Gender
Number of
Respondents
Male
Female
Totals
22
5
27
Total Sick
Days
Absence*
185
43
228
Mean
8.4
8.6
8.44
*Denotes estimates of respondents
Figure 4.1.1 presents the data to identify a link between gender and
absence. Store ACMEs workforce comprises of 81% male, while only 19%
of hourly contracted staff are female. This in turn leads to males having the
highest number of days of absence related to health issues, however the
means for both genders are within 0.2 of each other, at 8.4 days P/A and
8.6 days P/A respectively. The total mean of 8.44 is 2.34 days higher than
the 6.1 national average, however it should remain noted throughout this
report that the data is based upon the estimations of respondents.
Figure 4.1.2
Age Group
18-21
22-25
26-29
30-33**
45+**
Totals
Number of
Respondents
7
12
5
1
2
27
Total Sick
Days
Absence*
66
112
29
4
17
228
Mean
9.42
9.33
5.8
4.0
8.5
8.44
*Denotes estimates of respondents
**Data from a small sample
The data presented by figure 4.1.1 highlighted that the impact gender
imposed upon the mean absence was negligible. However when the data
for number of days of absence was correlated against the respondents
age grouping attribute significant differences can be seen in the means of
each age bracket. These findings suggest that, as Truss et al. (2012) state,
age is major contributing factor to an employees attendance or lack
thereof. Employees 18-25 years of age reported an average of 9.37 days
absence P/A compared to 5.5 days for employees 26-33 years of age.
Figure 4.1.3
Contract
Number of
Respondents
20 Hours
30 Hours
Totals
22
5
27
Total Sick
Days
Absence*
199
29
228
Mean
9.05
5.8
8.44
*Denotes estimates of respondents
As with age groupings, the hourly contract that employees are signed up to
appears to have an impact on their rate of attendance. Respondents on the
lower 20 hours (see figure 4.1.3) contracts take 3.25 more days off than
those on the 30 hours contract; this can be linked to Rhodes and Steers
(1990) model. Thirty hours contracts, as stated by ACME UK LTD (2014. p.
14.), are given to employees for taking on managerial responsibilities.
Therefore employees on 30 hours contracts have a more diverse role and
greater scope of activities.
Figure 4.1.4
Years of Service
Number of
Respondents
Contract
10
10
3
4
27
0@30hrs
0@30hrs
3@30hrs
2@30hrs
5@30hrs
Total Sick
Days
Absence*
97
87
17
27
228
Mean
9.7
8.7
5.66
6.75
8.44
Rhodes and Steers (1990) model suggested that length of service should
be viewed as an influencing factor in relation to attendance. The data
indeed presents a set of figures which conclude that respondents for whom
employment is less than 3 years average 9.2 incidents of absence P/A,
compared to 6.3 days P/A for employees with 3+ years of service.
However it was prudent to add the contract factor into the chart to highlight
that the notion of tenure influencing absenteeism can be linked back to the
concept of responsibility and role. As evident from the table (see figure
4.1.4) length of service and contract are interlinked.
From the findings it can be calculated (based upon the CIPDs (2013)
average figure for employee absence and the average cost of 595 per
employee, P/A) that the cost of absence in store ACME is estimated at
822.90 per employee, P/A (see figure 4.1.5 for calculations).
Figure 4.1.5
Gender
Number of
Respondents*
Male
Female
Totals
13 (11)
5 (4)
18 (15)
Total Non-Sick
Days
Absence**
23
16
39
Mean
2.09
4.0
2.6
Age Group
18-21
22-25
26-29
30-33
45+
Totals
Number of
Respondents*
3 (2)
8 (7)
4
1
2 (1)
18 (15)
Total Non-Sick
Days
Absence**
2
24
6
1
6
39
Mean
1.0
3.42
1.5
1.0
6.0
2.6
Figure 4.1.7 presents the relationship between age and non-health related
absence (see figures 4.3.3 and figure 4.3.4 for full details). The mean can
be seen to start at 1 and rise throughout the 20s to level back out at 1.
However the number of respondents dropped from 27 to 18, with 3
respondents opting to disclose no data (Prefer not to Disclose).
It should be noted that the data for the age group 45+ has been taken from
2 respondents, 1 of which selected Prefer not to Disclose. It should also
be noted that the drop off in respondents coincided with questions (see
questionnaire Section Two: questions d and e) attempting to gather nonworkplace information and therefore may have been perceived as too
intrusive; however data of this nature had been collected by Young and
Bhaumik (2011) so it was deemed necessary.
Figure 4.1.8
Contract
Number of
Respondents*
20 Hours
30 Hours
Totals
13 (10)
5
18 (15)
Total Non-Sick
Days
Absence**
33
6
39
Mean
3.3
1.2
2.6
Hourly contracts once again provide significant data (see figure 4.1.8).
Although taken from a reduced number of respondents, employees on the
lower 20 hours contract are absent for 2.1 days more for non-health related
issues than those on 30 hours contracts.
When non-health related absences are added to the total mean of 8.44 the
total means becomes 9.88; adding an additional estimated 3,790.80 to
the total cost of absence, taking the total to an estimated 26,009.10.
4.2 The Working Environments Impact on Absence:
Section Two comprised of 10 questions designed to gauge hourly
contracted employees attitudes towards factors identified in the literature
(see Rhodes and Steers (1990) model, figure 2.1.1) as drivers of
absenteeism.
The first batch of questions (questionnaire Section One: Part Two,
questions a to f, see figure 4.2.1 over page) aimed to assess the hourly
contracted respondents attitudes towards factors influencing an
employees relationship with store management, the organisation and
colleagues.
Figure 4.2.1
Respondents
27
(Filter question)
Results
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-4
10
17
Highly Unacceptable
Unacceptable
(Only applicable to
those who answered
Strongly Agree or
Agree in the previous
filter question)
-2
-8
-6
-4
-2
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-8
-6
-2
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-20
Qe: Management
support me in my
work.
-4
-15
-10
-5
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-4
-2
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-2
10
*Respondents selecting Neither Agree nor Disagree produces a neutral coefficient score of 0
The second batch of questions that made up Section One: Part Two were
designed to assess the general level of stress in the workplace, identify the
main stressors and how they are perceived by employees.
Figure 4.2.2
Respondents
Results
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-5
10
15
20
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-25
-20
-15
-10
-5
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-20
-15
-10
-5
27
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-8
-6
-4
-2
*Respondents selecting Neither Agree nor Disagree produces a neutral coefficient score of 0
The results are of concern (see figure 4.2.2, Qh, Qi, Qj) as 100% of
respondents do not perceive time-limits for task as achievable (21
Strongly Disagree, 6 Disagree). Of the 27 employees questioned 93%
of respondents stated that their workload was unmanageable (16 Strongly
Disagree, 9 Disagree) with 56% of respondents being dissatisfied with
their work-life balance (6 Strongly Disagree, 9 Disagree).
4.3 Employee Absence - Health and Non-Health Issues:
The researcher asked several questions aimed at identifying the
causes/reasons for respondents missing shifts, both health and non-health
related.
S2/Qa: Which of these conditions have you experienced in the last 12
months or are currently experiencing?
Figure 4.3.1
Condition
Number of
Respondents
Minor Illness
21
Musculoskeletal Problems
16
Stress/Depression/Anxiety
21
Headaches and Migraines
2
Prefer not to Disclose
6
Total
27*
*Each respondent could select multiple conditions
Condition
Minor Illness
Musculoskeletal Problems
Stress/Depression/Anxiety
Headaches and Migraines
Prefer not to Disclose
Totals
Number of
Respondents
21
10
9
2
6
27**
Total Sick
Days
Absence*
117
38
24
2
181
Number of
Respondents*
7
10
Attribute Groups
Male
Female
18-21
22-25
26-29
30-33
45+
20 Hours
30 Hours
Number of
Respondents
13 (11)
5 (4)
3 (2)
8 (7)
4
1
2 (1)
13 (10)
5
Family
Member
Illness
6
1
1
2
2
1
1
5
2
Lack of Child
Care
17
15
1
22
4
0
5
28
4
Using the data presented in this report the causes of absence due to
health related conditions have been plotted on a risk matrix (see figure
4.3.5); along with non-health related issues.
Upon completing the questionnaire 21 respondents, when asked which
conditions they were currently or had recently experienced, selected
Stress/Depression/Anxiety (see figure 4.3.1). However only 9 (42%)
subsequently listed it as the reason for missing a shift. Therefore there is a
high probability that employees will suffer from stress at work, yet the
impact on the absence problem is low.
Figure 4.3.5
Though only 42% of those respondents who stated they had suffered from
Stress/Depression/Anxiety at one point in the last 12 months
subsequently attributed stress as the cause leading to their time off, the
literature reviewed states that stress affects the human immune system
and leads to symptoms that are often similar with those of Minor Illness.
Therefore an employee taking time off work with flu like symptoms may
have been unaware that stress was the primary contributing factor.
A review of figure 4.2.2 clearly highlights that stress should be a key area
for concern. The author is concerned with the number of respondents
stating that they experience stress (93% of employees), have suffered from
stress (70% of employees), perceive their workload to be unmanageable
(93% of employees) and time limits for tasks to be unachievable (100% of
employees).
29 Stephen Vincent 2015
Responses of this nature suggest that this level of perceived stress can be
inferred as being directly responsible for a number of absences that have
been reported as Minor Illnesses.
This leads to Stress/Depression/Anxiety also being placed as high
probability and high impact if it is, as suggested by the data, a contributing
factor leading to incidents of Minor Illness.
This level of stress can be linked backed to the Human Function Curve,
Maslach Burnout Inventory and Picturing Workplace Stress models. The
CIPD (2013) state that three fifths of UK organisations, public and private
sector, have implemented a process to monitor workplace stress and have
set reduction targets.
Rhodes and Steers (1990) Process Model of Attendance (see figure 2.1.1node 5) suggests certain factors influence an individuals motivation/need
to attend. Question g, Section Two, asked respondents to select factors
which they perceived to influence their motivation/necessity to attend.
Figure 4.3.6
25
20
15
10
5
0
Financial
Promotion
Mangerial Pressure
Commitment
Job Makret
Work Ethic
In response to this line of questioning, financial needs and the job market
were selected as the main two factors behind attendance, with promotion
potential once again ranked low. Commitment to ACME received 0
responses.
Question f, from Section Two, How would you express your average
weekly shift pattern? (see questionnaire - Appendix) returned no
responses.
30 Stephen Vincent 2015
Section 3 Questions
Qa: When you return
to work after an
absence do you have
formal contact with
your line manager?
Respondents
27
Results
25
20
15
10
(Filter Question)
5
0
27
Yes
No
Yes
No
20
15
10
5
0
6
Strongly Disagree
Disagree
Niether Agree nor Disagree*
Agree
Strongly Agree
-3
-2
-1
*Respondents selecting Neither Agree nor Disagree produces a neutral coefficient score of 0
When asked if respondents had formal contact with their line manager
upon returning to work after absence only 6 employees replied Yes, this
acted as a filter question (see figure 4.4.1, Qa). This meant that 21
respondents had received some form of informal contact upon their return
to work (see figure 4.4.1, Qb). Of the 6 respondents who passed through
the filter question 3 perceived that their return-to-work interviews were
conducted professionally (2 Strongly Agree, 1 Agree). However an
equal number (2 Strongly Disagree, 1 Disagree) experienced a
perception of unprofessionalism (see figure 4.4.1, Qc).
31 Stephen Vincent 2015
Section 4 Questions
Qa: Have you received
formal training in the
company's absence
management
procedures?
Respondents
4
Results
4
3
2
1
0
Yes
No
Yes
No
Yes
No
4
3
2
1
0
5
4
3
2
1
0
The responses suggest that too much responsibility is placed upon a single
manager, it is unlikely that one individual will be able to effectively apply
return-to-work interviews across 27 members of staff with 228 incidents of
absence. This would equate to a return-to-work interview being conducted
once every 0.6 days, on average.
Figure 4.5.2
Section 4 Questions
Qd: HR is a Key area
of store management.
Respondents
4
Results
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
Qe: Return-to-work
interviews are
important.
4
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
4
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-5
-4
-3
-2
-1
4
Strongly Disagree
Disagree
Neither Agree nor Disagree*
Agree
Strongly Agree
-3
-2
-1
*Respondents selecting Neither Agree nor Disagree produces a neutral coefficient score of 0
5.0 Conclusions:
This report concludes that the absenteeism problem in store ACME is in
excess of the national statistics presented by the CIPD (2013).
The problem is multifaceted with failings in several key areas with significant
impact.
100% of managers stated that they did not have the time to conduct
absence management procedures effectively.
6.0 Recommendations:
The S-A-F (Suitability-Acceptability-Feasibility) model has been applied to
the recommendations made in this section.
A target set in line with the CIPDs (2013) suggested target of 2.3 days
per employee, P/A; would save ACME and estimated 16,163.55 P/A
(estimated national savings of 9,762,784.20). (S-A).
7.0 Bibliography:
Armstrong, M. (2009). Armstrongs Handbook of Human Resource
Management Practice. 11th Ed. Kogan Page. London.
Bryman, A. Bell, E. (2003). Business Research Methods. Oxford. Oxford
University Press.
CIPD (2013). Absence Management: Annual Survey Report 2013. [Online]
Available: http://www.cipd.co.uk/binaries/absence-management_2013.pdf
(Accessed: 11 Nov 2014).
Gross, R. (1996). Psychology: The Science of Mind and Behaviour. 3rd Ed.
Hodder & Stoughton Educational. London.
Johnson, G. Whittington, R. Scholes, K, (2012). Fundamentals of Strategy.
2nd ed. Pearson Education Limited. Harlow.
Leatherbarrow, C. Fletcher, J. (2014). Introduction to Human Resource
Management: A Guide to HR in Practice. 3rd Ed. Chartered Institute of
Personnel Development. London.
ACME UK LTD (2014). Store Management Training Handbook. Version 1.
Saunders, M. Lewis, P. Thornhill, A. (2012), Research Methods for
Business Students. 6th ed. Pearson Education Limited. Harlow.
Torrington, D. Hall, L. Taylor, S. Atkinson, C. (2011). Human Resource
Management. 8th Ed. Pearson Education Limited. Harlow.
Truss, C. Mankin, D. Kelliher, C. (2012). Strategic Human Resource
Management. Oxford University Press. Oxford.
Young, V. Bhaumik, C. (2011). Health and Well-being at Work: A Survey of
Employees. [Online] Available at:
https://www.gov.uk/government/uploads/system/uploads/attachment_data/f
ile/214526/rrep751.pdf (Accessed: 11 Nov 2014).
8.0 Appendix:
Female
Male
Transgender
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
So now we would know that the staff room should smell like a fresh spring
afternoon.
Now some questions you will be given the option to select more than one answer.
Example Three:
In the last week when have you been to the cinema?
Monday Morning/afternoon
Wednesday Morning/afternoon
Friday Morning/afternoon
Sunday Morning/afternoon
Tuesday Morning/afternoon
Thursday Morning/afternoon
Saturday Morning/afternoon
As you can tell we enjoy movies so, as in the example, you will be offered similar
questions relating to shifts and other job related elements, simply circle the answers
that relate to you.
3.0 What to do when you have finished:
When you have completed the survey just pop it into the envelope provided and
seal it tight. Once sealed post it into the collection box in the office labelled
Employee Survey 2015.
Female
Male
Transgender
18-21
22-25
26-29
30-33
34-37
38-41
42-45
45+
10 hours
20 hours
30 hours
40 hours
e. To the best of your knowledge how many days of absence have you taken in the
past 12 months? (If more than 10 please enter amount in the box).
None 1
10
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Very Acceptable
Acceptable
Neither Acceptable nor Unacceptable
Unacceptable
Highly Unacceptable
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Section Two:
Please select all options that are relevant to you.
a. Which of these conditions have you experienced in the last 12 months or are
currently experiencing?
Musculoskeletal problems
Minor illness
Stress/Depression/Anxiety
Gastrointestinal problems
Respiratory conditions
Headaches and
migraines
Ear/ Nose/Throat/ Dental/Eye
Heart/Blood pressure
Other
Prefer not to disclose
N/A
b. Which of these conditions have caused you to miss a scheduled shift in the past 12
months?
Musculoskeletal problems
Minor illness
Gastrointestinal problems
migraines
Respiratory conditions
Stress/Depression/Anxiety
Heart/Blood pressure
Headaches and
Other
42 Stephen Vincent 2015
N/A
c. If a scheduled shift has been missed due to one or more of the above conditions
please state the most frequent condition/s and number of shifts missed below.
d. Which of these issues have caused you to miss a scheduled shift in the past 12
months?
Family member illness
Other
Duvet day
N/A
e. If a scheduled shift has been missed due to one or more of the above issues please
state the most frequent issue/s and number of shifts missed below.
f. How would you express your average weekly shift pattern? Please circle all
appropriate options.
Monday Open/close
Tuesday Open/close
Thursday Open/close
Friday Open/close
Wednesday Open/close
Saturday Open/close
Sunday Open/close
g. What factors would you select as the main reasons to attend a shift?
Financial
Promotion Potential
Managerial
Work Ethic
Section Three:
Select the answers that you feel most appropriate.
a. When you return to work after an absence do you have formal contact with your
line manager?
Yes
No
N/A
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Section Four:
This section applies to DSMs, TSMs and SMs only.
a. Have you received formal training relating to the companys absence management
procedures?
Yes
No
b. Have you received formal training in the companies HR procedures?
Yes
No
If YES please state which areas of HR.
44 Stephen Vincent 2015
c. Do you have support from your line manager when dealing with HR issues?
Yes
No
d. HR is a key area of store management.
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
Strongly Agree
Agree
Neither Agree nor Disagree
Disagree
Strongly Disagree
END.