Wish you were here: managing absence

Management texts abound on how to develop effective techniques to manage absence, but what actually happens in practice? Aims to shed light on how organisations try to cope with the “problem”. Examines the practices of seven companies from three sectors (financial services, retail, and manufacturing) and has drawn upon the views and opinions of personnel practitioners, line managers, occupational health advisers as well as employees themselves. Focuses on how organisations are addressing the issue of absence and the organisational factors which make up the day‐to‐day policing of absence levels. Three themes are relevant to the context of this study. First, when is absence perceived to be a problem? Second, how do companies manage absence and do line managers view the management of absence as being within the remit of their responsibilities? Finally, the issue of negotiated discipline is considered. How are rules applied in practice?