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This paper aims to offer a theoretical framework for linking school ethical climate with teachers' voluntary absence. The paper attempts to explain this relationship using the concept of affective organizational commitment.

Participants were 1,016 school teachers from 35 high schools in Israel. Data were collected by self‐report questionnaires and tested against archival data. The GENMOD procedure of SAS was applied. This procedure enables regression models for variables which are not necessarily normally distributed – such as absence – to be fit and also to account for the intraclass‐correlations within schools. Absence was measured by frequency of absence events, and ethical climate was measured by two dimensions: caring and formal.

Results show that caring and formal ethical climates are both related to teacher absence. Affective commitment was found to mediate the relationship between formal ethical climate and absence frequency. This is not true for the ethical climate of caring.

School principals may reduce voluntary absence by creating an ethical climate focused on caring and clear and just rules and procedures.

Whereas past research on work absence focused primarily on personal antecedents, the present study addresses factors embedded in school ethics. The results contribute to knowledge of the influence of organizational context on absence behavior.

The study aims to test an innovative model that explores the direct and indirect relationships between principals' innovative behavior, climate of organizational learning and a teacher's intent to leave his or her school and take a voluntary absence.

Data were collected from a survey of 1,529 teachers from 107 Arab elementary schools randomly selected from the database of the Israeli educational system. To test the proposed multilevel model, we conducted multilevel structural equation modeling (ML-SEM).

The analysis confirmed that organizational learning climate is a prominent mediator between principals' innovative behavior and a teacher's intent to leave and his/her voluntary absence.

This research advances our understanding of leaders' innovative construct in an educational context and adds to the body of research directed at identifying administrative support and work-related factors that may negatively relate to a teacher's absenteeism or intent to leave and are amenable to leadership intervention.

The purpose of this paper is to investigate the differential relations between two teacher withdrawal behaviors: work absence and lateness, and two types of school ethics: organizational justice (distributive, procedural) and ethical climate (formal, caring), all in the context of school turbulent environment.

Data were collected from 1,016 teachers in 35 Israeli high schools. The GLIMMIX procedure was used to consider simultaneously the hierarchical structure of the data, as well as the two dependent variables (absence and lateness).

The results showed that lateness was negatively related to two relatively short-term aspects of school ethics: distributive justice, in particular for women, and formal ethical climate. Absence was negatively related to a relatively long-term aspect of school ethics: caring climate, in particular for low- to medium-level seniority teachers.

The paper’s theoretical contribution is to explicate the unique relation of each temporal withdrawal behavior to specific dimensions of the school ethical constructs studied.

In order to reduce teachers’ temporal withdrawal behaviors, school management may need to attenuate policy that taps into organizational ethics, while considering the effects of school culture and turbulent environment.

This study offers a time perspective, which fine-tunes understanding of teachers’ lateness and absence behaviors, while pointing out the unique relations of lateness and absence to school ethical within educational policy context.

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 has been a marked increase in the level of absence from work in the UK in recent years. There have also been increases in earnings and sickness benefits, and this paper examines these income variables as determinants of absence.

The article aims to investigate the relationships between different dimensions of organizational ethics and different withdrawal symptoms – lateness, absence, and intent to leave work.

Participants were 1,016 school teachers from 35 high schools in Israel. A joint model of Glimmix procedure of SAS was used for this analysis, which simultaneously measures lateness using the negative binomial distribution, absence using the Poisson distribution, and intent to leave using the normal distribution.

Findings indicate that the different dimensions of organizational ethics were related to one another. Formal climate and distributive justice were found to be negatively related to lateness, while a caring climate was found to be negatively related to absence frequency, and procedural justice was found to be negatively related to intent to leave. The results indicate certain differences between ethical predictors, which may arise from extrinsic motivation factors and those that may arise from intrinsic motivation factors. As regards socio‐demographic predictors, women teachers exhibit more absence and less intent to leave than men. Teachers with high seniority at their school prefer to respond with absence and a reduced intent to leave, and as the teacher's age rises, the lower are lateness and absence frequency.

School leadership should develop an integrative approach which includes ethics and socio‐demographic factors in order to reduce teachers' withdrawal behaviors. Such an approach may be achieved through training programs, developing clear rules, incentives and delegation of power.

The results offer an integrative framework by simultaneously considering various aspects of ethics, withdrawal behaviors, and socio‐demographic predictors.

The purpose of this paper is first, to overview the current research situation on job embeddedness (JE), including the theoretical underpinning of JE, the definition and dimensions of JE, its comparisons with similar constructs, and its global and composite measure; second, to intergrate the unfolding model, JE and image theory to better understand voluntary turnover – and indicate future research directions.

An extensive literature search covering several separate electronic databases, including ScienceDirect, EBSCO, Kluwer and Emerald, was conducted. Most of the articles can be acquired online from The University of California Riverside. The validity and reliability are compared between global and composite scales. The authors summarized and categorized the findings of current research.

JE can be differentiated from those similar constructs and measures already in the literature. Almost all of the studies on JE have found that it predicted voluntary turnover better than job attitudes and perceived ease of movement from traditional models of turnover. Along with extended research on it, JE was disaggregated into two major sub‐dimensions, namely, on‐the‐job and off‐the‐job embeddedness, and it has been extended to occupational and career level.

In this paper, the authors use qualitative methods to evaluate the current studies on JE, only. Meta‐analysis, as a reviewing method, should be used in future research on clarifying the relationships between JE and other constructs in organizational behavior.

This research reviews almost all of the studies on JE from 2001 to 2009 and organizes and categorizes them into three kinds: cause, consequence and theoretical extension. The authors also summarize its relationships with other constructs (e.g. turnover, turnover intention, organizational commitment, organizational citizenship behavior) in various settings. Finally, based on discussion, the authors indicate future research directions.

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.

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 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.

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.

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.

In many conceptual discussions of criteria for defining the quality of working life safe and healthy working conditions figure prominently. A well known paper by Richard Walton, for example, lists eight major conceptual categories (the second of which is safe and healthy working conditions) which in his view, “… provide a framework for analysis of the salient features that together make up the quality of working life”. It is Walton's contention that this schema of eight conceptual categories invites several types of analysis, including that of how each quality of working life attribute tends to be related to the others in practice, i.e. are these attributes positively or negatively correlated and to what extent?

Frequent absences from work can be highly disruptive, while also potentially indicating problematic working conditions that can lead to increased withdrawal behavior. 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.

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 behavior in the form of absenteeism frequency. Data were gathered from officers within a large Australian police agency.

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.

This paper considers an expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.