Search results
1 – 10 of over 9000Mary L Marzec, Andrew Scibelli and Dee Edington
The purpose of this paper is to investigate the impact of changes of medical condition burden index (MCBI) and stress on absenteeism and discuss implications for policy/program…
Abstract
Purpose
The purpose of this paper is to investigate the impact of changes of medical condition burden index (MCBI) and stress on absenteeism and discuss implications for policy/program design.
Design/methodology/approach
Sample: US utility employees that participated in Health Risk Appraisals (HRA) during 2009 and 2010 (n=3,711). Methods: the MCBI was created by summing number of medical conditions. Absenteeism was measured from administrative records. Change in MCBI and stress and impact on absenteeism was assessed according to incremental change, by low/high categorizations, and by using multivariate regression.
Findings
Incrementally, greater changes in MCBI or stress generally resulted in corresponding absenteeism change. For both MCBI and stress, high categories were associated with greater absenteeism compared to those in low categories. Those remaining in the low MCBI category decreased absenteeism (−0.10 days/year; p=0.01). Changes from low to high MCBI resulted in increased absenteeism (+0.12 days/year; p=0.04. Changes in stress from low to high or from high to low categories resulted in concurrent changes in absenteeism (+0.21 days/year; p=0.04 and −0.31 days/year; p=0.01, respectively). Regression analyses indicated the interaction between stress and MCBI as a significant contributor to absenteeism change.
Research limitations/implications
Conclusions: MCBI, stress and their interaction appear to be direct determinants of absenteeism. Companies should consider both physical and emotional health simultaneously in program interventions in order to reduce absenteeism.
Originality/value
Unlike most studies illustrating cross-sectional relationships, this study shows how changes in stress and medical conditions relate to changes in absenteeism. The interaction between MCBI and stress in this context is also a novel addition.
Details
Keywords
Amanda Allisey, John Rodwell and Andrew Noblet
Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The…
Abstract
Purpose
Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing.
Design/methodology/approach
Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency.
Findings
Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism.
Research limitations/implications
Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups.
Originality/value
This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
Details
Keywords
Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to…
Abstract
Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.
Details
Keywords
Michael J. Peel and Nick Wilson
Using a random sample of 49 UK engineeringcompanies, the influence of profit sharing, share‐optionschemes and the perceived degree ofemployee participation in decision making on…
Abstract
Using a random sample of 49 UK engineering companies, the influence of profit sharing, share‐option schemes and the perceived degree of employee participation in decision making on inter‐firm labour absenteeism rates are investigated. After controlling for a number of firm‐specific factors, suggested as theoretically appropriate in the extant literature, the key empirical results indicated that firms which had adopted sharing schemes appeared to experience significantly lower absenteeism rates than their non‐sharing counterparts.
Details
Keywords
James H. Morris, J. Daniel Sherman and Robert A. Snyder
In a four‐year longitudinal study, data from 117 mental healthemployees in two organisations were used to examine baseline yearabsenteeism, performance, and attitudes as…
Abstract
In a four‐year longitudinal study, data from 117 mental health employees in two organisations were used to examine baseline year absenteeism, performance, and attitudes as predictors of subsequent absenteeism. Results indicated that baseline absence behaviour was a strong predictor of subsequent absenteeism over the comparatively long temporal course of the study. Performance contributed little unique variance as a predictor when the influence of baseline absenteeism was accounted for. Baseline year attitudes increased in strength as predictors of subsequent absenteeism over the four years. Moreover, the substantial total variation explained by the set of variables showed in little deterioration between the first (adjusted R⊃2 = 0.29) and last (adjusted R⊃2 = 0.27) criterion years of this four year study. Results are compared to earlier findings in a framework of tentative implications for future research.
Details
Keywords
Zehava Rosenblatt and Arie Shirom
To examine the effects of specific personal and job characteristics on year‐to‐year (2000‐2001) changes in teachers' frequency of absences.
Abstract
Purpose
To examine the effects of specific personal and job characteristics on year‐to‐year (2000‐2001) changes in teachers' frequency of absences.
Design/methodology/approach
With few exceptions, the population of elementary‐ and middle‐school teachers in the Israeli public education system (N=51,916) was studied. Hierarchical regression analysis was used.
Findings
Prior absenteeism, age, education, and supervisory position were found to be significant predictors of absenteeism frequency, accounting for about 50 percent of the variance in absence frequency.
Originality/value
This study focuses on relatively stable individual‐difference predictors, including sociodemographic variables and work‐related characteristics, which have been downplayed in the literature. These predictors can be measured more reliably and validly, compared to complex psychological constructs, and are relatively easy to interpret and implement by decision makers.
Details
Keywords
F. Jordan Srour, Issam Srour and M. Ghayth Lattouf
The construction industry is dynamic and often unregulated due to its complex, project-based nature. This makes the task of implementing human resource management (HRM) functions…
Abstract
Purpose
The construction industry is dynamic and often unregulated due to its complex, project-based nature. This makes the task of implementing human resource management (HRM) functions more difficult than in other economic sectors. This is particularly the case for developing countries which rely on a migrant, casual, and transient workforce. Despite offering flexibility, a transient workforce can lead to unpredictable rates of absenteeism and unsatisfactory productivity. This paper links HRM practices in the construction industry of the developing world to rates of absenteeism across three segments of the construction workforce – foremen, skilled workers, and unskilled workers. The paper aims to discuss these issues.
Design/methodology/approach
A survey targeting 60 construction sites in Beirut, Lebanon form the basis of the analysis. Within each site, measures of absenteeism for foremen, skilled, and unskilled workers were solicited along with other data on HRM onsite.
Findings
The results suggest a regression model for worker absenteeism based on tenure of work as well as the absenteeism of workers at the next hierarchical level onsite.
Originality/value
This study is among the first to show a link between the mechanisms by which construction workers are employed (contract-based foremen vs daily/weekly labourers – both skilled and unskilled) and the rate of absenteeism seen onsite. Given the role of absenteeism in construction productivity, having a good understanding of the underlying causes of absenteeism is critical to the design of mitigating policies.
Details
Keywords
Samantha Riedy, Drew Dawson, Desta Fekedulegn, Michael Andrew, Bryan Vila and John M. Violanti
The purpose of this paper is to assess whether shift work, sleep loss and fatigue are related to short-term unplanned absences in policing.
Abstract
Purpose
The purpose of this paper is to assess whether shift work, sleep loss and fatigue are related to short-term unplanned absences in policing.
Design/methodology/approach
N = 367 police officers from the Buffalo Police Department were studied. Day-by-day work and sick leave data were obtained from the payroll. Absenteeism was defined as taking a single sick day on a regularly scheduled workday. Biomathematical models of fatigue (BMMF) predicted officers' sleep–wake behaviors and on-duty fatigue and sleepiness. Prior sleep, fatigue and sleepiness were tested as predictors of absenteeism during the next shift.
Findings
A total of 513,666 shifts and 4,868 cases of absenteeism were studied. The odds of absenteeism increased as on-duty fatigue and sleepiness increased and prior sleep decreased. This was particularly evident for swing shift officers and night shift officers who were predicted by BMMF to obtain less sleep and have greater fatigue and sleepiness than day shift officers. The odds of absenteeism were higher for female officers than male officers; this finding was not due to a differential response to sleep loss, fatigue or sleepiness.
Practical implications
Absenteeism may represent a self-management strategy for fatigue or compensatory behavior to reduced sleep opportunity. Long and irregular work hours that reduce sleep opportunity may be administratively controllable culprits of absenteeism.
Originality/value
Police fatigue has consequences for police officers, departments and communities. BMMF provide a potential tool for predicting and mitigating police fatigue. BMMF were used to investigate the effects of sleep and fatigue on absenteeism.
Details
Keywords
Using the Steers and Rhodes (1978) model of absenteeism behavior, this paper examines ability to attend and attendance motivation factors for public and non-profit managers…
Abstract
Using the Steers and Rhodes (1978) model of absenteeism behavior, this paper examines ability to attend and attendance motivation factors for public and non-profit managers. Attendance motivation factors utilized in this study include public service motivation, job satisfaction, and organizational commitment. T-tests and OLS regressions suggest that there are significant differences between absenteeism in the public and non-profit sectors and between genders. The results also suggest that organizational commitment, especially in terms of stakeholdership, is negatively associated with absenteeism. Perceptions of flexibility are found to be positively associated with the number of days missed.
Jeff Frooman, Morris B. Mendelson and J. Kevin Murphy
Does leadership style affect absenteeism in a company? The purpose of this paper is to contrast the effects of two leadership styles – transformational and passive avoidant – on…
Abstract
Purpose
Does leadership style affect absenteeism in a company? The purpose of this paper is to contrast the effects of two leadership styles – transformational and passive avoidant – on absenteeism, both legitimate and illegitimate, as mediated by job satisfaction.
Design/methodology/approach
A self‐report questionnaire was completed by a sample of 120 employees of a national mail delivery company. Hierarchical regressions were used to analyze the data.
Findings
It was found that transformational leadership decreases illegitimate absenteeism, while passive avoidant leadership increases it. In regard to legitimate absenteeism, transformational leadership is shown to have no effect, while passive avoidant leadership is shown to be negatively related to it. Together, the findings regarding passive avoidant leaders suggest their subordinates tend to come to work when ill (presenteeism), but stay away from work when well (illegitimate absenteeism).
Practical implications
For managers trying to reduce the costs of absenteeism, this suggests that leadership style can make a difference. Managers who give subordinates very little attention, or attention only when they have done something wrong – the passive avoidant style – are likely to experience the higher costs of both absenteeism and presenteeism. Adopting the transformational style may help to reduce these costs.
Originality/value
The paper helps to extend the current work on leadership; it examines the passive avoidant style, which remains understudied to date; and it enriches our understanding of the relationship between leadership style and absenteeism as an outcome variable by moving beyond a uni‐dimensional conceptualization of absenteeism. Finally, it serves as a basis for future research by providing evidence for a somewhat counter‐intuitive finding that, under passive avoidant leaders, workers appear to come to work when sick, but stay away from work when well.
Details