Internal Social Responsibility as a tool to prevent Absenteeism and turnover rates

Autores

  • Liliana Maria Pereira Afonso Instituto Politécnico de Viana do Castelo, Viana do Castelo, Portugal
  • Ana Teresa Ferreira-Oliveira Center for Research and Development in Agrifood Systems and Sustainability, Instituto Politécnico de Viana do Castelo, Viana do Castelo, Portugal
  • Ricardo Jorge Correia Unidade de Investigação Aplicada em Gestão, Instituto Politécnico de Bragança, Campus de Santa Apolónia
  • Susana Campos Center for Research and Development in Agrifood Systems and Sustainability, Instituto Politécnico de Viana do Castelo, Viana do Castelo, Portugal

DOI:

https://doi.org/10.26537/iirh.vi12.6048

Palavras-chave:

Internal social responsibility, absenteeism, turover

Resumo

In today's competitive business environment, organizations increasingly recognize the significance of Internal Social Responsibility (ISR) in fostering a productive workforce. ISR refers to the commitment of companies to uphold ethical practices, prioritize employee welfare, and create a supportive work culture. Numerous studies suggest that effective ISR strategies can significantly reduce absenteeism and turnover rates, enhancing overall workplace efficiency and employee satisfaction.

Organizations that prioritize ISR often experience higher levels of employee engagement. Engaged employees are more likely to be committed to their work, leading to lower absenteeism and turnover rates. A recent study indicates that organizations with high employee engagement show lower absenteeism and lower turnover (Taiwo and Nwogwugwu, 2024).

One of the primary benefits of ISR is its focus on employee well-being. Research consistently shows that employees experiencing high levels of stress and poor health are more likely to miss work. The American Psychological Association notes that workplace stress leads to a 30% increase in absenteeism and a 50% increase in turnover (APA, 2019).

A supportive workplace culture that values employee input and feedback can significantly impact attendance. When employees feel heard and respected, they are more inclined to show up for work (Radu, 2023). [...]

Referências

Ajayi, F. A., & Udeh, C. A. (2024). Combating burnout in the IT Industry: A review of employee well-being initiatives. International Journal of Applied Research in Social Sciences, 6(4), 567-588.

Alam, A., & Asim, M. (2019). Relationship between job satisfaction and turnover intention. International Journal of Human Resource Studies, 9(2), 163.

American Psychological Association. "Stress in America: The Impact of Stress." APA, 2019, www.apa.org/news/press/releases/stress/2019/report. Accessed 25 July 2024.

Cohen, R. (2019) "How Google Keeps Employees Healthy and Happy." Forbes, 21 May 2019, www.forbes.com/sites/forbeshumanresourcescouncil/2019/05/21/how-google-keeps-employees-healthy-and-happy/. Accessed 25 July 2024.

Chouinard, Yvon.(2016). Let My People Go Surfing: The Education of a Reluctant Businessman. Penguin.

Goetzel, R. Z., et al. (2016). "The Health and Cost Benefits of a Comprehensive Workplace Health Promotion Program: The Johnson & Johnson Experience." American Journal of Health Promotion, vol. 30, no. 4, pp. 276-288. doi:10.4278/ajhp.150421-QUAN-223.

Radu, C. (2023). Fostering a positive workplace culture: Impacts on performance and agility. In Human Resource Management-An Update. IntechOpen.

Taiwo, O. M., & Nwogwugwu, N. (2024). The significant impact of work schedule on work-life balance in organizations. International Journal of Financial Research and Management Science, Vol. 4, no. 2.

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Publicado

2024-12-05

Como Citar

Afonso , L. M. P., Ferreira-Oliveira , A. T., Correia, R. J., & Campos , S. (2024). Internal Social Responsibility as a tool to prevent Absenteeism and turnover rates. Conferência - Investigação E Intervenção Em Recursos Humanos, (12). https://doi.org/10.26537/iirh.vi12.6048

Edição

Secção

Sustentabilidade e Responsabilidade Social Empresarial e Desafios Éticos e Privacidade