Management strategies used by construction managers to reduce employee absenteeism

Employee absenteeism results in millions of working days lost in the United Kingdom, which reduces employee productivity and profitability for small construction companies. Construction managers lacking strategies to reduce employee absenteeism experience lowered organizational profitability and employee productivity. Grounded in Maslow's hierarchy of needs theory, the purpose of this qualitative, multiple case study was to explore strategies middle managers use in the construction industry in South Wales to reduce employee absenteeism. The participants consisted of 6 middle managers from 3 small construction companies who successfully reduced employee absenteeism. Data were collected from semistructured interviews, company documents, and training materials. Data were analyzed using Yin’s 5-step process and thematic analysis. Three themes emerged from the analysis: employee motivation, employee management, and human resource management. A key recommendation includes construction managers adopting a combination of motivation and human resource management strategies to reduce employee absenteeism. The implications for positive social change include the potential for construction managers to create employment opportunities for local people, and sustain employment, resulting in increased profits for small construction companies that can increase economic stimuli for local communities.