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Alcoholism in the Workplace

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This paper will be concerned with alcoholism in the workplace, and will focus on the responsibility of the personnel manager in treating the problem. Although moderate consumption of alcohol is generally not detrimental, studies have shown that daily consumption of amounts above 2 ounces is associated with serious risks to the health and safety of employees.1 For example, such heavy consumption increases the chances of malnutrition, liver damage, or cancer. In addition, heavy alcohol consumption is associated with the occurrence of fetal alcohol syndrome in pregnant women.2 In the workplace, there are additional losses and risks attached to the abuse of alcohol. For example, absenteeism and increased insurance costs are both attributable to alcoholism in the workplace.3

Even when alcoholic employees show up for work, their inebriation may be the source of serious losses to the company. Alcoholic employees generally exhibit a reduced job performance in which they are incapable of doing the level of work for which they are being paid. As such, severe losses to the company often result with alcoholic employees for whom "the quality and quantity of work are apt to decline."4 There are other ways in which employees who abuse alcohol pose a serious risk to themselves and their fellow employees. Specifically, the distorted perspective of the alcoholic is associated with an increase in accidents on the job. In this regard, it has been noted that alcoholic employees are o

. . .
job in handling alcoholic employees is that of the initial confrontation. It has been noted that the first stage in intervention should be an "informal performance review," in a relaxed and confidential environment.9 This first stage involves the manager simply discussing the situation with the employee. This is not actually a confrontation with the employee; rather, it is an opportunity for the manager to inform the employee that there is an apparent problem in terms of job performance while at the same time informing the employee about the company policy in dealing with such a problem. During this first stage in the intervention, it is the manager's responsibility to tell the employee about any Employee Assistance Programs which may be offered by the company. At the same time, however, the manager must point out to the employee what the company policy is regarding punishment of employees who consistently fail in their job performance. At the end of this initial meeting, the employee will either agree to join an Employee Assistance Program or will try to avoid the issue by denying any problem. At this point, if the employee refuses to seek help, the personnel manager should remind the employee "that continued poor perf
. . .

Some common words found in the essay are:
, Assistance Programs, Assistance Program, Abuse Alcoholism, File Publications, Wiley Sons, Programs EAPs, Business Month, Jossey-Bass Publishers, employee assistance, Thomas Ainsworth, personnel manager, job performance, alcoholic employees, employee assistance program, assistance program, assistance programs, employee assistance programs, thomas ainsworth eds, michael o'donnell, o'donnell thomas, o'donnell thomas ainsworth, workplace michael, thomas ainsworth, eds york john,
Approximate Word count = 1885
Approximate Pages = 8 (250 words per page)

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