Publication Date


Document Type


First Advisor

Sims, Clarence A.||Green, Gerald G.

Degree Name

M.S. (Master of Science)

Legacy Department

Department of Management


Absenteeism (Labor)


The purpose of the study was to deal with employer association towards absenteeism and reflect management attitudes toward employee characteristics of one and three Pay absences. The primary source® of information was a mail questionnaire sent to 32 firms in the fox River Valley area of Illinois. Two additional questionnaires noted differences between employee variation and environmental differences in terms of employee characteristics. The data discussed the following: 1. selected food processing plant turnover rates. 2. Selected food processing plant absentee rates. 3. Labor-management relations viewed from old and new management positions. 4. How materiel and labor costs were affected. 5. Areas and plant association with employee absence characteristics. The study reached the following conclusions: 1. Yearly turnover in the selected food processing plant from through 1966 per cent to 93 per cent. The Industry figure was 48 per cent and area figure 25 per cent. A real problem in the selected food processing plant. 2. Accurate production estimates would level production requirements and provide the plant time to train people for production surges. 3. Job duties and responsibilities for many production Jobs do not require the level of intelligence demanded by the screening tests for new hires. 4. The following characteristics should be followed when hiring: Age 30 to 45 high school education or less, married, come from out of state or Northern Illinois. 5. A uniform and definite disciplinary program should be followed throughout the plant. 6. Overtime should be kept to a minimum to control material and labor costs. 7. A realistic management approach must be used to reduce friction in the labor-management atmosphere. 8. Employee absence characteristics can be used in controlling absenteeism, turnover, labor and material costs. The following recommendations are made: 1. The managers should track the determined significant employee characteristics to control absenteeism, turnover, material and labor costs. 2. The managers must apply monetary and non-monetary incentives for reducing the cynicism in the labor-management atmosphere. 3. Production surges should be costed out and balanced against production leveling. 4. The job requirements must be balanced against employee intelligence capability requirements for new hires.


Includes bibliographical references.||Includes illustrations.


viii, 105 pages




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