Late, Not Lazy: A Qualitative Exploration of Tardiness and Workplace Accountability among Employees in a State University

Habitual tardiness among government employees remains a persistent challenge despite existing policies such as the Revised Rules on Administrative Cases in the Civil Service (RRACCS). While most studies focus on sanctions and quantitative trends, little is known about how sanctioned employees perceive and experience habitual lateness, particularly in Philippine state universities. This study used a descriptive phenomenological design guided by Giorgi’s method to explore the lived experiences of ten permanent employees who had been formally sanctioned for tardiness within the past 6–12 months. In-depth interviews were analyzed into meaning units, psychological insights, and essential themes. Four themes emerged: (1) balancing family demands and professional obligations; (2) systemic and environmental factors influencing tardiness; (3) punctuality does not reflect work performance; and (4) emotional impact and personal reflections on tardiness. Findings revealed that caregiving responsibilities, commuting challenges, and inconsistent policy enforcement shape tardiness. Employees often felt guilt and frustration, but also showed motivation for improvement after sanctions. The study concludes that habitual tardiness is not merely disciplinary but a multifaceted issue requiring human-centered interventions. The proposed TIME CARE framework—Tardiness Intervention through Management, Empathy, and Consistent Accountability with Responsive Engagement—offers a holistic approach. This study contributes to policy reform, wellness-driven accountability, and strategies that balance empathy, structure, and performance.