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Course ENG315

Date 05/25/16

RESEARCHED JUSTIFICATION REPORT

Problem Statement

There are various reasons that are given by workers, for showing up late than the agreed time. This ranges from, Road works, late trains, and broken alarm clocks; are examples of excuses that workers provide for coming late to work. However, within the business world, the competitiveness of the market does give space for legitimate or fake lateness. The time of delivery or arrival, of an employee, at a work station, has been found to have a direct relation to the productivity levels. Routine failure by employees, to show up at the requisite time to start up on their chores or obligations, hinders the possibility of leverage, with other competitors. This is because, in the same sector, dealing with almost similar products that are nearly similar priced, competition is won, using other avenues like employee dynamic. It is my firm believes that organizations should not tolerate employees, who show up late, with no substantial reasons (Kasu, 2014).

Overview of Alternatives

There are various alternatives that can be employed to curb the vice of lateness, but the most core solution, was to set-up rules or regulations on timelines. This should be developed and communicated to your employees, so as to ease off the confusion that can arise as a result of confusion. The regulation should address arrival time and the consequences to constant flouts, channels to be used to report on lateness, if it is pre-meditated. The other procedure would be to create a formal procedure, where the employees are given a chance to address their challenges. This can be in the form of notices, to employees reminding them of their commitment. The management can also try and be fair and strive to listen to the employees reasons to lateness. These models above have been employed by various organisations and have yielded results on perennial lateness cases (Kasu, 2014).

There are various criterions that can be used by various organisations, depending on their size and administrative structure. The organisation can opt to use of clocking method, where the employees are monitored and signed in when starting the day, and when leaving, although, this is detrimental to productivity, as not everyone pays attention to if work is done or not, but if everyone is around. When faced with an employee, who is chronically absent, it is better to instigate a progressive discipline program. The program is characterised by three steps, and they include; oral reminder, where this stage follows the counselling session and lasts three months or however long seems to be in the company's best interest. But the period has to be uniform for all employees. If you resolve the problem, the slate is wiped clean and so is the documentation of the incident. Not all employees are going to be clean after this therefore; stage two involves a written warning, where a meeting is scheduled between employee and supervisor. The supervisor writes a memo, to the employee and the employee is supposed to acknowledge it (Abongo, 2015).

This stage can take up to six months depending on the will of the organization. If the employee at the end of this period is given a clean bill of health, then the memo is considered inactive. The memo is kept in the employees file even after the stalemate is solved. If the behaviour persists, then the last stage of decision making is invoked. At this stage, the supervisor meets the employee, if absenteeism persists, and reiterates the company’s policy take on the same. Then after the meeting, the employee is given one day leave, to decide, if they want to still be employees to the organisation, under the set legislations. Also for employees who cannot at all cost make it on time, due to constraints that are realisable by the organisation, can opt to home source the services of the employee, where they work from their homes, and only report to work when physical appearance is needed (Golden, 2012).

Evaluation of alternatives,

Based on various research studies, different models have been developed to manage employee lateness.

a. Discipline program

This has been found to be a key model to the realisation of the organisations productivity, as all the employees strive not to get into the monitoring phases of the management. These helps all report early, to their work station, and engage in their tasks with little or no supervision, as they know the effect of absenteeism and lateness. It also helps cut on the operational costs of the organisation, as it is easy to monitor the ability of employees and counselling costs on lateness awareness are evaded (Abongo, 2015).

b. Home sourcing

This is a situation, where the employee works from home, and only report to the organisation, only when need be. It helps increase the productivity, as some of the employees cannot be within easy reach of the organisation, and they can employ cross-functional skills, to their work. This is a cost prudent measure, as it reduces the need for the organisation, to have more extra space and resource to be utilised by employee. This is because the employee utilise their own infrastructure, to a large extent and the organisation can delve on other issues (Golden, 2012).

Findings and analysis

Alternatives analyzed by criteria

The use of both models in the organisations is critical to the realisation of an increase in productivity levels, while reducing the operational costs. This is key to the success of any organisation, as they strive to be effective and efficiency.