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The Surrey (British Columbia, Canada) fire department has an annual cycle for hiring full-time firefighters. This paper optimizes the timing of the annual hiring period. A key issue is handling workplace absences, which can be covered by overtime cost or full-time hires.

Short-term and long-term absences patterns are analyzed according to season and age cohorts of the firefighters. These are then used in both an explanatory and time series model to predict future absences. The hiring schedule is optimized based on these predictions and additional constraints.

The current practice fares well in the analysis. For the time period studied, moving to earlier hiring dates appears beneficial. This analysis is robust with respect to various assumptions.

This is a case study where analytic techniques and machine learning are applied to an organizational practice that is not commonly analyzed. In this case, the previous method was not much worse than the optimized solution. The techniques used are quite general and can be applied to various organizational decision problems.

The purpose of this paper is to document and discuss the effects of a participatory intervention in preschools focussing upon improving the performance of the primary task on employee health and organizational effectiveness. Further, to investigate the role of implementation intensity on the outcomes.

A longitudinal, participatory intervention study of 62 preschools involving approximately 1,800 employees. The evaluation uses short-term sickness absence to measure employee health, employee-assessed primary-task quality and parent-assessed user satisfaction to measure organizational effectiveness, and implementation intensity was measured as hours per employee and as per the request by the workplace managers, and compensation was offered by the project.

The multi-level analyses show that preschools with higher implementation intensity have stronger effects on employee health and organizational effectiveness than preschools with lower implementation intensity. The differences indicate that the main intervention component, improving performance of the central work tasks through collaborative, participatory workplace activities, had effects on both health and effectiveness and that workplace and employee engagement in the intervention is crucial to its success.

Inspired by the Tavistock tradition for socio-technical systems design, the study indicates an avenue for conducting collaborative organizational change processes that benefit both employees and organizations. In addition, it proposes “hours used per employee” as a relatively simple measure of implementation intensity in such interventions.

The study contributes to research in the field of occupational psychological health by reporting on a comprehensive participatory intervention study comprising measures of employee health, organizational performance and implementation intensity.

This paper seeks to give an overview of some ongoing research into absence management practices in a UK university library. The aim of the research in question is to evaluate the effectiveness of current management practices.

The research collected quantitative data over time and the present paper presents a summary of findings and recommendations to practitioners in the same field.

The research findings indicate that the use of return to work interviews after each absence through illness contributes to the reduction in absence levels. The research recommends that firm guidelines be used to ensure consistency in approach; that employee awareness is increased of their own responsibility to attend for work wherever possible. Where a culture of absenteeism exists, it is suggested that appropriate management strategies can produce a culture of attendance. Within academic libraries, this is possible where there is an involvement of human resource departments, with a structure for referring employees, where applicable, to occupational health. This work highlights the need for employers to get value for money from their library resources and recommends absence management as an important component in any agenda for change.

Given the potential sensitivity of the subject area, the anonymity of members of staff had to be a priority, therefore, some of the data analysis could not be carried out as in‐depth as may have been optimally desirable.

The present research provides case study experience for other practitioners, and suggests some recommendations for library managers.

The present research highlights the dearth of literature or benchmarking facilities on absence management within library and information services (LIS). The research is therefore exploratory in nature and goes some way to address the research gap.

This article reports a study of absence in a regional police force. The main aims of the research were to investigate the relationship between absence, age and type of shift work. From the outset, we were mindful of the need to design and carry out a methodologically sound study that would be compromised as little as possible by the practical constraints of field work. An unusually high degree of co‐operation in providing access to the required data was provided by the organisation chosen for study. The sample was probably one of the largest of its kind ever chosen for a study of absence. In the end, we were able to conclude nothing at all about the relationship between absence and shift work. We believe that, although the design was modified by practical considerations, it was nevertheless our concern not to settle for a simple “before and after” design that rescued us from drawing some entirely spurious conclusions. An account of how this occurred is offered as a striking reminder of the need for control groups in studies of organisational change. The research did succeed in achieving the other main aim of observing the relationship between absence and age, and this is discussed.

The purpose of this paper is to provide an overview of the last 50 years of empirical research on leaders' influence on employee absenteeism. Furthermore, the aim is to direct future management research by identifying what is still undiscovered regarding areas such as leadership concepts, measurements of absenteeism, methodology and country-specific contexts of the studies.

This is a qualitative review which is suitable as the literature on leadership and employee absenteeism is still emergent and characterized by heterogeneity in terms of operationalization of absenteeism and leadership concepts, respectively, as well as types of analyses.

This review identifies different aspects of leadership affecting employee absence, i.e. leadership behaviours (i.e. task, relational, change, passive), leadership styles, leaders' social modelling and attitudes, and leaders' management of health and absence. Furthermore, a number of gaps in extant research are identified as well as a research agenda is provided.

This review is the first of its kind and hence contributes more profound insights into leaders' influence on employee absenteeism. Leaders as a factor explaining employee absenteeism have only played a minor role, in large theoretical contributions, and the exact behaviour and style is not elaborated much in the literature. Thus, this paper provides practical and theoretical considerations over the role of leaders in shaping employee absenteeism.

The effect of variable pay schemes on workplace absenteeism is estimated using two cross-sections of private sector British establishments. Establishments that explicitly link pay with individual performance are found to have significantly lower absence rates. The effect is stronger for establishments that offer variable pay schemes to a greater share of their non-managerial workforce. Matched employer–employee data suggest that the effect is robust to a number of sensitivity tests. Establishments that tie a greater proportion of employees’ earnings to variable pay schemes experience lower absence rates. Quintile regressions suggest that the effect is greater among establishments with a higher than average (‘sustainable’) absence rate. Finally, panel data suggest that a feedback mechanism is present; high absenteeism in the past is correlated with a greater future incidence of individual variable pay schemes, which, in turn, is correlated with lower current absence rates.

The purpose of this study is to find the connection between leader behaviour and employee sickness absence in public administration.

The research data was collected with the help of an online questionnaire. The SPSS statistical programme and structural equation modelling in AMOS were used to analyse the data.

The research was conducted in public administration institutions, and 3,220 employees from public administration were included in the research sample. The author found a negative one-way relationship between certain types of behaviour and sickness absence. The author defines leader behaviour as a multidimensional construct in which each dimension represents a separate cluster of leader behavioural characteristics. Leaders’ “progressiveness” is the most important dimension, and a one-point increase in “progressiveness” (five-point scale) leads to a reduction of 2.8 days in sickness absence for one employee.

The author focused only on one segment of factors (the behaviour of leaders) that affects sickness absence. To explain the maximum possible measure of the variability in sickness absence, it would be best to include several different influencing factors.

The study represents a structured model of the link between sickness absence and leader behaviour. With the model, it is possible to determine which behavioural forms of leaders influence sickness absence, where leader behaviour is treated as a complex whole, and not as an individual behavioural characteristic.

The study addresses calls for research on the relationship between leader behaviour and employee sickness absence within countries.

The purpose of this study is to first create an overview of relevant factors directly influencing employee absence in the healthcare sector. The overview is used to further investigate the factors identified using employee satisfaction survey scores exclusively. The result of the overall objective is a management framework that allows managers to gain insight into the current status of risk factors with high influence on employee absence levels.

The research consists of a quantitative literature study supported by formal and semi‐formal interviews conducted at the case organisations. Employee satisfaction surveys were applied to analyse the development over time of selected factors correlated with concurrent employee absence rates. Checking for causal results, comparisons with the included published literature findings were also carried out.

Four major clustered factors, three of which constitute the term “social capital”, showed a high degree of connection with employee absence rates. The factors are general satisfaction, fairness, reliance and co‐operation. Integrating the four elements in a management framework will provide valuable and holistic information about the determinants with regard to current levels of employee absence. The framework will be a valuable support for leaders with the authority to alter the determinants of employee absence.

Since a great part of the empirical material is supplied from the healthcare sector, the results obtained could be restricted to this sector. Inclusion of data from Arbejdsmarkedets Tillægspension (ATP) showed no deviation from the results in the healthcare sector.

The product of the study is a decision support tool for leaders to cope with levels of employee absence. The framework is holistic and can prove to be a valuable tool to take a bearing of where to focus future initiatives.

Gathering former observational studies in a complete overview embracing many relevant factors that influence sickness absence has not yet been attempted. Hospital management is provided with valuable information when given insight into the factors that control employee absence behaviour. Having this insight will enable the managers to promote a healthy working environment, thus lowering employee absence rates to a minimum.

There is a growing awareness within organisations of the significance of “green” issues. This paper aims to examine the impact of a public sector organisation's sustainable transport policies on the sickness absence levels of its employees. It focuses on those policies (such as workplace travel plans) which include methods of increasing the use of public transport for the journey to work.

This is an exploratory study, using a quantitative methodology, which analyzes data from a survey of a sample of employees within a large public sector organisation.

The key finding is that sickness absence levels are higher among employees who use public transport to travel to work. A profile of public transport user characteristics most associated with higher absence levels is offered. Moves to act “green” by encouraging greater use of public transport may unintentionally have an adverse effect on sickness absence levels.

This is a study of a sample of employees within a large public sector organisation. The size and character of the sample were restricted by organisational constraints. The results are indicative of a potential area of concern which needs wider investigation.

HR practitioners need to be more closely involved in workplace travel plans and sickness absence variations between different modes of travel to work require careful monitoring.

These results suggest a link between the use of public transport for the journey to work and above average sickness absence levels which may have significant implications for the implementation of workplace travel plans.

Sickness absence is a major concern for healthcare services and their employees with healthcare workers having higher sickness absence rates compared to the general population. The purpose of this paper is to systematically review randomised control trials (RCTs) that aimed to reduce sickness absence among healthcare workers.

A systematic review was conducted that aimed to include RCTs with study participants who were employed in any part of the healthcare sector. This review included any type of intervention with the primary outcome measure being sickness absence.

Seven studies were included in the review and consisted of one exercise-only intervention, three multicomponent intervention programmes, two influenza vaccination interventions and one process consultation. Three studies (exercise-only, one multicomponent intervention programme and one influenza vaccination intervention) were able to demonstrate a reduction in sickness absence compared to control.

Due to the lack of high-quality evidence, this review identified that there are currently no interventions that healthcare organisations are able to use to effectively reduce sickness absence among their employees. This review also highlights the importance of a standardised measure of sickness absence for healthcare staff, such as shifts.

To the authors’ knowledge, this is the first systematic review to synthesise such evidence among healthcare workers.