Absenteeism Problems And Costs: Causes, Effects And Cures

Employee absences are both costly and disruptive for business, and the trend has been increasing steadily over the years.  Personal illness and family issues are cited as the primary reason for unplanned absences. Employers have been attempting to determine the validity of these illnesses and offer incentives and propose possible solutions to mitigate these absences, including those caused by family issues.  Illness, family responsibilities, personal issues and stress all take a toll on the worker which in turn affects morale, absences and productivity in the workplace.   Some sources including Statistics Canada cite that absenteeism approximates 15-20 percent of payroll (direct and indirect) costs.  This is significant.   Canada Newswire stated on May 23, 2008 that absenteeism translates into losses of over $16 billion in salary expenses.  The purpose of this paper is to identify the leading factors of absenteeism, possible “cures” that exist for these factors, and present results of companies that have implemented programs to combat the problem of absenteeism.  It is important that businesses determine if they in fact have an absenteeism problem and thus consider utilizing some of the proposed solutions offered in this paper

Absenteeism Problems And Costs: Causes, Effects And Cures

Employee absences are both costly and disruptive for business, and the trend has been increasing steadily over the years. Personal illness and family issues are cited as the primary reason for unplanned absences. Employers have been attempting to determine the validity of these illnesses and offer incentives and propose possible solutions to mitigate these absences, including those caused by family issues. Illness, family responsibilities, personal issues and stress all take a toll on the worker which in turn affects morale, absences and productivity in the workplace. Some sources including Statistics Canada cite that absenteeism approximates 15-20 percent of payroll (direct and indirect) costs. This is significant. Canada Newswire stated on May 23, 2008 that absenteeism translates into losses of over $16 billion in salary expenses. The purpose of this paper is to identify the leading factors of absenteeism, possible cures that exist for these factors, and present results of companies that have implemented programs to combat the problem of absenteeism. It is important that businesses determine if they in fact have an absenteeism problem and thus consider utilizing some of the proposed solutions offered in this paper

U.S. Workforce Policy Builds up ‘STEAM’

6 pagesThis quarter’s article focuses on recent policies, initiatives, and partnerships to develop “STEM to STEAM” movements, in which the initial focus on Science, Technology, Engineering, and Mathematics (STEM) moves toward the inclusion of the Arts as part of the educational core that now becomes STEAM. In particular, comparisons are made between implementation of such efforts in the states of Rhode Island and Oregon. Ann Galligan, Associate Professor and Co-Director of the Cultural and Arts Policy Research Institute at Northeastern University in Boston, MA, examines ways in which STEAM is now building on the momentum of the successful STEM initiative

Did the STEAM Movement Result in Education and Workforce Change in 2014? Is a Policy Window Opened now?

2 page

Trading Losses and Electing Mark-to-Market Accounting in a Challenging Economy

Investors actively trading in securities may be able to take advantage of being classified as a trader in securities and elect to the mark-to-market method of accounting in order to have their losses treated as ordinary rather than capital losses. This article discusses this treatment as well as some of the benefits and pitfalls of the election

Organizational Complexity in the Regional Cultural Economy

Markusen A. Organizational complexity in the regional cultural economy, Regional Studies. Cultural industries offer a truncated understanding of the regional cultural economy, undercounting self-employed workers and others outside the for-profit sector. Commercial, public, non-profit, and unincorporated community sectors produce, present, train, organize, guide, and regulate elements of the cultural economy, each with distinctive structures, goals, and operational systems. Using survey and Census data on artists for two large California regions, inter-relationships among the sectors are explored. The size of the cultural economies of both regions would be underestimated if confined to for-profit cultural industries. In closing, policy implications for regional policy-makers are drawn out and avenues for further research are suggested. [image omitted] Markusen A. La complexite organisationnelle de l'economie culturelle regionale, Regional Studies. Les industries culturelles fournissent une explication partielle de l'economie culturelle regionale, sous-estimant le nombre de travailleurs independants et d'autrui en dehors du secteur a but lucratif. Les secteurs commercial, publique, a but non lucratif et non incorpore de la communaute produisent, presentent, forment, organisent, pilotent et controlent des elements de l'economie culturelle, dont chacun est dote de ses propres structures, objectifs et systemes operationnels. A partir des enquetes et du recensement des artistes pour deux grandes regions en Californie, on cherche a examiner l'interaction intersectorielle. Les economies culturelles des deux regions seraient sous-estimees si on ne considerait que les industries a but lucratif. Pour conclure, on en tire les lecons pour la politique d'amenagement du territoire et propose des chemins eventuels a suivre quant a la recherche plus approfondie. Artistes Industrie culturelle regionale Entreprise a but non lucratif Markusen A. Organisatorische Komplexitat in der regionalen Kulturwirtschaft, Regional Studies. Die Kulturbranchen ermoglichen nur ein beschranktes Verstandnis der regionalen Kulturwirtschaft, da freischaffende Erwerbstatige und andere Personen ausserhalb des gewinnorientierten Sektors zu wenig berucksichtigt werden. Kommerzielle, offentliche, nicht gewinnorientierte und nicht an Firmen angeschlossene Sektoren der Gesellschaft produzieren, prasentieren, schulen, organisieren, leiten und regulieren Elemente der Kulturwirtschaft, jeder mit charakteristischen Strukturen, Zielen und betrieblichen Systemen. Anhand von Erhebungs- und Volkszahlungsdaten uber Kunstler in zwei grossen kalifornischen Regionen untersuche ich die Beziehungen zwischen den Sektoren. Die Kulturwirtschaften beider Regionen wurden unterschatzt, wenn man sie auf die gewinnorientierten Kulturbranchen beschranken wurde. Als Fazit erlautere ich die politischen Konsequenzen fur Regionalpolitiker und schlage Wege fur die weitere Forschung vor. Kunstler Regionale Kulturbranche Nicht gewinnorientierte Unternehmen Markusen A. Complejidad organizativa en la economia cultural regional, Regional Studies. Las industrias culturales ofrecen una comprension truncada de la economia cultural a nivel regional, sin incluir suficientemente a los trabajadores autonomos y otros empleados fuera del sector con animo de lucro. Los sectores comerciales, publicos, sin animo de lucro y comunidades no corporativas producen, presentan, capacitan, organizan, guian y regulan elementos de la economia cultural, cada uno con distintas estructuras, objetivos y sistemas operativos. Con ayuda de datos de estudios y censos sobre artistas para dos grandes regiones de California, analizo las interrelaciones entre los diferentes sectores. Se subestimarian las economias culturales de ambas regiones si quedaran confinadas a industrias culturales con animo de lucro. Para terminar, describo las implicaciones politicas para los politicos regionales y sugiero opciones para futuras investigaciones. Artistas Industria cultural regional Sociedad sin animo de lucroArtists, Regional cultural industry, Not-for-profit enterprise,