How Habitual Tardiness Impacts Coworkers
Habitual tardiness is a common problem in a workplace. It is committed by some workers who take things for granted. It is either controllable or uncontrollable in nature. Being done intentionally or unintentionally, it attracts attention and it even challenges a leadership. In most instances, it boasts of valid reasons and strong alibis. And in many ways, it creates hatred and confusion especially on substitutions, scheduling and punctuality in finishing a job.
The most common alibis of habitual latecomers are illnesses like stomach disorders, common colds and flu. They are added with some explanations like heavy traffic, road accidents and weather. They are spiced up with reasons like family routines on attending to kids in the house and in their schools. They also involve in buying groceries. And the common reasons include spats with the spouse.
But some true reasons are not revealed, like late night outs, drugs and other jobs somewhere. These explanations become acceptable if tolerated or backed up by workplace politics and nepotism.
If tardiness is intentional, something is done accordingly. A special study is focused on workers who are depressed, discouraged or discontented through direct confrontation. Other remedy is the legal process of verbal warning, written reminder, suspension and dismissal with a cause. If it is with valid reasons, a conference is still needed to find solutions which are agreeable to all parties concerned. Whether it is intentional or not, it is clear to all that fair penalties are meted out to violators. And it is with due consideration to company policies and state rules and regulations.
Tardiness causes delays and disadvantages on the part of management. Instead of using the managers' time for planning, meetings and implementation of programs, tardiness wastes time to resolve it. It stirs more complications if there are more than one habitual latecomers. And It draws negative effects on administration and supervision, even if there is delegation of authority.
The upright coworkers are always the most disadvantaged. They see the unfairness if latecomers come by dramatic entrance. They observe these violators to attract attention and to disturb work momentum. As a result of the disparity of privileges and work outputs, the coworkers' reaction are either by backbiting or by direct insults. They cry foul when latecomers are not punctual during tasks that need to meet a deadline. They cite delays in production, clarification of issues, decision making and completion of reports. The coworkers even fear on haphazard work outputs, inaccurate reports and bad reputation of the workplace. Thus, they feel that teamwork and camaraderie are in jeopardy.
The coworkers go to the extent of suspecting that management is weak. They widen the belief that there is favoritism. They cast fears that they themselves might be contaminated to sow a culture of behaviorally distorted workforce. They even foresee a wrong example for newcomers in the organization. They really expect management to do drastic action to pacify their anxieties and fears. They suggest ways to delay giving of compensations and benefits for time abusers. If nothing is changed in the misbehavior, they untimely announce their voluntary resignations. But for some loyalists and efficient workers of the company, they remain to believe in having full cooperation and chemistry, in order to achieve some goals.
