Date of Conferral
Doctor of Business Administration (D.B.A.)
Employee absenteeism is a significant threat to organizational profitability. Finding solutions to mitigate the adverse effects of employee absenteeism on organizational profitability is critical to the success of organizations. The purpose of this case study was to explore the strategies human resource leaders used to mitigate the adverse effects of employee absenteeism on organizational profitability. The conceptual framework was performance prism theory. Data were gathered from in-depth interviews and publicly available organizational documents, including wellbeing program resources and annual investment presentations and Securities and Exchange Commission (SEC) reporting documents. Participants included 4 human resource managers and a third party service provider of an Atlanta, Georgia airline industry organization. The organization used in this case study was one of only twenty US companies, as of 2012, that implemented an absenteeism mitigation program at least 3 years prior to this study. The multi-year internal data collected, via interviews, from the human resource management of this 80,000 employee international company specifically about absenteeism mitigation programs, provided a perspective not available from all firms. Data were transcribed, coded, and analyzed to generate emerging themes. Key themes included an emphasis on organizational culture, the wellbeing program, and the cost of absenteeism. Subthemes included executive leadership support, stakeholder identification, and middle management program champions. Findings may help leaders improve organizational productivity and profitability and provide more stability for employees, which may result in thriving communities and other positive social change.