Renegotiating absence levels
分析了北美缺勤数据上升趋势及现有衡量方法的不足，提出通过劳资双方谈判设定可接受的缺勤水平来降低随意缺勤率，并讨论了管理层对缺勤信息保密的原因。
Abstract Absence figures show similar rising trends in a number of national surveys. Most of the figures utilize the Time Lost measure which is heavily weighted by sickness leaves. In general, the national computations of ‘absenteeism’ are inadequate for a variety of reasons, which are discussed. Previous attempts are summarized to relate absence rates to such factors as overtime, strikes, sex roles and an array of correlates. Techniques, managerial and psychological, for controlling absence levels are discussed and cost analysis of absence is also covered. The notion of an acceptable level in both cost and disciplinary terms is suggested and a negotiating approach to bringing absences to this level is proposed and developed subsequently. Thus, consideration of absence data within the North American context, leads to the argument that rates of casual absences might be changed by employer‐employee negotiation of agreed levels. Possible reasons for management reticence over absence information are discussed.