Korttidssjukfrånvaron Vård och Omsorg Öster : vad kan den bero på och hur skulle den kunna minskas

Sammanfattning: The health care sector Öster has the highest average absence due to short-time sickness in Örebro. It is the short-term absence that has the highest costs for the organisation, not just in money, but also in quality disturbances and administrative work. Health care sector Öster is divided into four areas with a manager for each. We have chosen to conduct our research within the special housings in area one and four, since these two had the lowest and highest short-term absences. The purpose with the research is to examine short-term absences among the health care personnel in the health care sector Öster, see what the absences depend on, and what can be done to solve the issue. We will compare the absences in the area with the highest respectively lowest short-term absences in order to see if there are any prominent differences between the two. The research question is as follows: what does the high short-term absence within health care sector Öster, Örebro, depend on, and what can be done to minimise this absence? We have started with existing theories within the subject management. These theories have then been the foundation for the information we have collected, what answer we have asked, and how the answers have been interpreted. We have then applied these theories on the empirical data we collected in order to see what the reasons could be for Öster's high short-term absences, and we used existing models while finding precautions to implement. The research consists of questionnaires with open questions that we disbursed among the personnel, as well as qualitative interviews with the affected area managers. The housings encompassed in area one: Jeremiasgården and Askenäshemmet, and in area four: Tullhuset, Sirishof, and Skebäcksgården. Through our research we have come to the conclusion that in many situations there are separate opinions within the organisation, first and most between the personnel and the managers. They have in many respects different apprehensions about the organisation. The fact that they are different can be due to lacking communication among them. Concerning the six dimensions, that we had as a foundation when we did our analysis, there is not a clear definition that the organisation is either way, but often a mix. In many occasions it can depend on from which point of view it is looked at, the managers or the personnel. In our discussion we talk about the usage of the Cape-model, a working model that has been developed by Carina Persson. It consists of four parts that are to decrease the absence and make the profession more attractive.