| Employees have been known to take excessive days | | | | are numerous. Some popular employee attendance |
| off leading to production problems for many | | | | incentives are things like cash bonuses, gift certificates, |
| companies. One of the solutions is employee | | | | travel rewards and big ticket items such as electronics. |
| attendance incentives. These are usually rewards | | | | Some companies allow employees to cash-in unused |
| given to employees as an incentive to limit their | | | | sick days at the end of every quarter, others give an |
| absences from work to a specified number of days. | | | | employee two hours of bonus pay for every month of |
| The perceived benefits of employee attendance | | | | perfect attendance; and still others provide employees |
| incentives are to give the employee some control over | | | | with a buffet lunch, a certificate of achievement, or |
| their income, and give them a greater sense of | | | | even a scratch-off card concealing prizes. |
| responsibility for their jobs. They are also meant to | | | | One of the most important things to keep in mind is |
| stimulate the employee to work harder than they might | | | | that the employee attendance incentive program that |
| otherwise and perhaps find a more effective way to | | | | is used should be catered to your company and |
| get people to go to work more consistently. However | | | | employees. This is easily accomplished by allowing |
| the employee attendance incentive has to be | | | | employees to help you develop the incentive program. |
| something of value to the employees it is meant to | | | | Furthermore, their participation in the inception of this |
| motivate. Without a sense of value, the desire to do | | | | employee attendance incentive may very well be a |
| better will not be there and attendance will not | | | | motivator in and of itself. |
| improve. | | | | The duration of the employee attendance incentive |
| Many companies run these employee attendance | | | | program is also vital, and allowing your employees to |
| incentive programs on a quarterly basis to retain | | | | help determine the length of time between incentives. |
| interest year round. They realize that if you run the | | | | Some companies find that simply rewarding |
| program yearly, many employees might loose interest | | | | employees with perfect attendance once a year |
| before the end of the year and the program will not | | | | works for them, while others decide once a month |
| have the intended effects. | | | | suits their situation better, and still others decide once |
| Control over income is a persuasive argument for | | | | quarterly or even once a week works best. The |
| employee attendance incentives. However this | | | | general rule of thumb is to reward workers more |
| motivation is only temporary, since money is an | | | | frequently the younger they are and the more difficult |
| ineffective long term motivator for a lot of people. Also | | | | the work is to perform, however knowing your |
| employees have little ability in reality to alter their | | | | employees is what best determines what duration to |
| behavior significantly in order to affect their earning | | | | put on your employee attendance incentive program. |
| potential. However employee attendance incentives | | | | Also, it is best to start with small incentives and work |
| are meant to provide employees with a motivating | | | | up to larger ones if necessary, since if you start with |
| factor to avoid unnecessary absenteeism. They are | | | | the larger ones, what more can you add to make the |
| meant as rewards for reducing absenteeism. | | | | employee attendance incentive program more |
| The types of incentive programs used by companies | | | | attractive after the novelty has worn off? |