Date of Conferral
Doctor of Business Administration (D.B.A.)
Employee absenteeism costs organizations in the U.S. restaurant industry more than 15% of profits each year. Some restaurant managers lack strategies to reduce employee absenteeism. Using the expectancy theory, the purpose of this single case study was to explore effective strategies that restaurant managers use to reduce employee absenteeism. The target population was managers of a single restaurant, known for successfully implemented strategies to reduce employee absenteeism, located in the Baltimore-Washington, DC, metropolitan area. Data collection included semistructured face-to-face interviews with 3 managers and a review of company archival documents such as memorandums, training documents, employee records, and employee performance reviews. Data were analyzed using inductive coding of words and phrases from the interviews and noted from the company archival documents. The findings revealed themes that represented restaurant managers' strategies for reducing employee absenteeism including communication, consistent enforcement of management policies, and a positive environment. Managers who used the strategies of communication, consistent enforcement of management policies, and a positive work environment reduced employee absenteeism, which might increase productivity and profitability in the restaurant industry. The implication for positive social change is that restaurant managers might reduce employee absenteeism through implementation of these effective strategies and, in turn, encourage new or sustained employment opportunities, organizational sustainability in the community, and sustained financial well-being of employees and their families.