Patterns of Attendance Manipulation and Workplace Absenteeism in the South African Public Service: A Structural and Behavioural Analysis

The South African public service continues to face operational challenges related to absenteeism and attendance manipulation, which have a substantial impact on staff morale, productivity, and public sector performance.  This article examines the behavioral and structural foundations that enable attendance manipulation to become a common practice, especially during peak work hours, long weekends, and paydays.  Instead of treating absenteeism as a separate disciplinary issue, the study examines how public employees rationalize and normalize strategic absenteeism using two lenses: organizational culture and rational choice.  Only secondary data, such as Auditor-General reports, Public Service Commission evaluations, internal departmental circulars, and recent academic literature, served as the basis for the analysis. Using qualitative content analysis, the study identifies recurring attendance patterns such as extended absenteeism around payday weekends, misuse of sick leave to avoid high workloads, and unregulated early departures, especially on Fridays. The results show that a permissive work culture, a lack of real-time attendance monitoring tools, a lack of supervisory controls, and uneven disciplinary procedure implementation all contribute to these behaviors. Because of the low probability of repercussions and the perceived acceptability of such behavior, employees' manipulation of attendance becomes socially reinforced. By placing absenteeism within larger institutional dynamics rather than attributing it to personal misconduct, the article adds to the expanding conversation on absenteeism in the public sector. The study makes the case for immediate reforms, such as the realignment of leave policies, the integration of attendance management systems, and the transformation of institutional culture through leadership accountability. The article is appropriate for analysis in academic, administrative, and policy contexts because no primary data was gathered, so ethical clearance is not needed. Ultimately, the findings underscore the need to treat absenteeism as a systemic performance issue rooted in both structure and behavior.