Sickness Presenteeism, Sickness Absenteeism, and Health Following Restructuring in a Public Service Organization

abstract    This study examined the relationship between sickness presenteeism, sickness absenteeism, organizational outcomes and employee health. In particular, we wanted to investigate to what degree employees were substituting sickness presence for sickness absence. Three hypotheses were tested to formalize this 'substitution proposition'. We surveyed a Canadian public service organization which was involved in a large scale downsizing initiative. For this study, 237 Personnel Corporation (pseudonym used) employees responded to the survey, representing a 66 per cent response rate. Survey results indicated that, while the workforce was of average health, sickness absenteeism was less than half that of the national average. The difference could be accounted for by sickness presenteeism – the average number of days employees attended work while ill or injured was greater than the number of days of sickness absence. The pattern of results supported the notion that employees were substituting presenteeism for absenteeism. The frequency and type of self-reported health problems were highly similar for presenteeism and absenteeism. Work factors (e.g. job security, supervisor support and job satisfaction) tested were significantly correlated with presenteeism. Presenteeism appears to be a stronger predictor of health than absenteeism, suggesting that efforts to improve workplace health may have a more immediate impact on presenteeism than on absenteeism.     

A social psychological account of absenteeism in Barbados

Using the theory of planned behaviour (TPB), we examined absence frequency within a developing market in the Caribbean. The objective was to understand the process underlying absence decisions. We merged survey data from 250 employees in five divisions of a Barbadian firm with company absenteeism records in order to assess whether the TPB fit the data. Results showed that the TPB fit the data well, with the exception of one path coefficient in the structural equation model. Implications for the TPB as well as absenteeism in the Caribbean are discussed, and future research directions offered.     

The determinants of absenteeism: evidence from Australian blue–collar employees

For much of the last decade research studies on absenteeism have con-centrated on samples of white-collar employees in service-sector organizations. Unionized factory workers have largely been ignored. As a consequence, certain work-setting variables and policy matters which would appear to be germane to an understanding of absenteeism in a manufacturing environment have tended to be neglected.

The purpose of this study is to develop and test a causal model of absenteeism using a sample of unionized, production workers in the automotive industry. The LISREL results indicated there were a number of different factors that had a significant effect on the incidence of absenteeism. These causal factors included job motivation, the routinization of work and supervisory support, as well as absence culture and the employees' external responsibilities. In addition, policy issues relating to previous disciplinary warnings and the accumulation of sick pay were identified as significant determinants of absence behaviour.     

Worker absenteeism and incentives: evidence from Italy

In Italy, employees are fully insured against earning losses due to illness. Since worker's health is not easily verifiable, absenteeism due to illness is considered an empirical proxy for employee shirking. The Bank of Italy Household Survey (SHIW) provides individual data on days of absence. Controlling for personal characteristics and potential determinants of health status and family responsibilities (age, gender, education, marital status, children at home), we show that the nature of employment contracts affects workers' incentives to provide effort: sickness absences, at least partially, hide opportunistic behaviours. The type of occupation and the labour contracts affects workers' behaviour in that more protected and difficult to monitor jobs show significantly higher levels of absenteeism: employees in public sector or in large firms, with permanent contracts or with longer tenure, individuals living in regions with low unemployment rates. Copyright © 2010 John Wiley & Sons, Ltd.     

The Association of Meaningfulness,Well‐Being,and Engagement with Absenteeism: A Moderated Mediation Model

We theorized that absence from work is a resource‐based process that is related to perceived meaningfulness of work, well‐being, and engagement. Broaden‐and‐build theory (Fredrickson, 1998, 2001) and engagement theory (Bakker, Schaufeli, Leiter, & Taris, 2008; Kahn, 1990) were used to develop a framework for explaining absence. Results of a study of 625 employees and human resource records of subsequent absenteeism data for a three‐month period supported our hypotheses that meaningful work increases engagement with work, and that engagement is associated with low levels of absenteeism. Furthermore, data showed that engagement fully mediated the relationship between meaningfulness and absence, and that well‐being strengthened the relationship between meaningfulness and engagement. The results have implications for understanding the role of individual‐level resources in the workplace, and how meaningfulness, well‐being, and engagement influence absence.     

Injury-related absenteeism and job satisfaction: insights from Greek and UK data

Most of the literature on absenteeism suggest that absence from work is a complex issue influenced by multiple causes, both of personal and of organizational nature. Job satisfaction has also been identified as one of the factors affecting an employee's motivation to work attendance. There is no universal agreement concerning the relationship between absenteeism and job satisfaction. Some research have found no correlation between these two variables, whereas other studies indicate a weak relationship between these two variables. It has also been suggested that absence and job satisfaction might be more strongly related under some conditions, for instance in the case of blue-collar workers. There is a lack of attention in the literature, however, to injury-related absenteeism, which is a particular type of absenteeism. This paper attempts to fill this gap and examines the effect of job satisfaction on injury-related absenteeism by using Greek and UK data. The empirical results suggest that there is a negative relationship between injury-related absenteeism and job satisfaction. The paper also discusses possible policy measures towards reducing injury-related absenteeism.     

Do employees reciprocate to intra-firm trainings? An analysis of absenteeism and turnover rates

This article contributes to the debate on the link between reciprocal motives of employees and HRM practices by studying the behavioral effects of intra-firm trainings on absence behavior and turnover probability. We apply the gift-exchange framework and offer a behavioral perspective that helps to explain why firms invest in trainings that provide mainly general skills. We argue that employees may reciprocate the gift of firm-sponsored training with higher levels of costly effort or commitment. We employ a stringent methodological approach based on panel data of a large multinational firm and find that, in contrast to human capital predictions, general trainings lead to a decrease in turnover rates. Most notably, we find the strongest effect for employees with the lowest levels of firm tenure. This is a quite novel result as this group should face the lowest separation costs, for instance, due to the accumulation of firm-specific human capital. Hence, intra-firm trainings are an important retention device, especially for newly or recently hired employees. Furthermore, a short-term decrease in absenteeism indicates a temporary, reciprocal reaction by employees.     

Benefits and Disadvantages of Individuals’ Multiple Team Membership: The Moderating Role of Organizational Tenure

Many employees in today’s organizations are involved in more than one team at the same time. Building on the challenge-hindrance stressor framework, this study investigates potential benefits and disadvantages of such multiple team membership (MTM) for individual employees. Furthermore, we extend this framework with insights from the job demands-resources model to propose that, depending on an employee’s organizational tenure, individual MTM will differentially shape his or her perceptions of work challenge and role ambiguity, subsequently influencing the employee’s job performance and absenteeism. We tested our conceptual model using time-lagged multi-source data from a large organization of applied research (N = 1211). Our results demonstrate that, for employees with relatively low organizational tenure, MTM was negatively associated with perceived work challenge and positively associated with perceived role ambiguity, which in turn associated with lower job performance and higher absenteeism. For employees with higher organizational tenure, by contrast, MTM associated positively with their work challenge perceptions and subsequent performance outcomes, whereas MTM was unrelated to perceived role ambiguity as well as absenteeism. These findings identify relevant psychological mechanisms and a key contingency factor that explain when and why MTM may have positive or negative individual-level consequences.     

Taxonomic Model of Withdrawal Behaviors: The Adaptive Response Model

This article presents and develops a theoretical model (The Adaptive Response Model; ARM) that proposes how employees adapt to the organization following changes in organizational policies that are perceived as dissatisfying. The ARM combines several streams of theoretical and empirical research in IO-Psychology. It suggests that different type of employees (i.e., institutionalized stars, citizens, lone wolves, and apathetics) resort to different behaviors to adjust to dissatisfying events. Institutionalized stars tend to exercise voice, lone wolves tend to exit, citizens tend to accept, and apathetics tend to resort to alternative forms of withdrawal (e.g., lateness, absenteeism, and theft). Implications for the management of each employee type as well as suggestions for future research are discussed.     

‘Too scared to go sick’—reformulating the research agenda on sickness absence

This article argues that our understanding of absence and absenteeism, deriving from seminal studies in the sociology of work and employment, has been overtaken by hugely significant developments in political economy, regulation and employment relations. A new research agenda that addresses the changed organisational politics of absence management and the consequences for employees is urgently required.     

Review of no-fault absenteeism cases taken to arbitration, 1980–1989: A rights and responsibilities analysis

No-fault absenteeism control programs represent an emerging counterpoint to traditional misconduct-based approaches. By altering the policies governing absence in the work place, the rights and responsibilities of both the employee and employer may be modified. This article examines the arbitral standards applied in the disposition of grievances arising under no-fault absenteeism plans. Arbitration cases from 1980 to 1989 are analyzed; a taxonomic structure for reviewing arbitrator rulings on the unilateral imposition of no-fault programs, as well as discipline and discharge arising under no-fault policies, is developed. While advocates of no-fault plans have asserted that arbitrators will embrace these plans, the results of this analysis indicate that arbitrators will infuse standard elements of reasonableness and just cause into no-fault policy. Trends in arbitral standards in absence cases, policy-making strategies for managements and unions, as well as implications for the rights and responsibilities of employees and employers are outlined.     

Worker absence and shirking: Evidence from matched teacher-school data

We utilise a unique matched teacher-school data set of absenteeism records to quantify the impact of group interaction on the absence behavior of primary and secondary teachers. To address problems of identification our study focuses on teachers who move between schools. The estimates for movers suggest that absenteeism is influenced by prevailing group absence behaviour at the school. Our finding suggests that a worker takes one more day of absenteeism if their average coworker takes 12 more days or 8 more days absenteeism per quarter for primary school and secondary school teachers, respectively. We interpret this as evidence that worker shirking is influenced by workplace absence norms.     

Workplace bullying and absenteeism: The mediating roles of poor health and work engagement

Workplace bullying is a major problem that affects the well‐being and productivity of employees. Some previous studies have found that workplace bullying is associated with absenteeism, which is a major contributor to lost workplace productivity. However, a comprehensive understanding of how different workplace bullying experiences are associated with absenteeism is currently lacking. In particular no previous studies have examined potential mediators of these relationships. The present article aimed to provide new insights into the relationship between workplace bullying and absenteeism. In a 12‐month prospective study of 500 Australian employees, we identified 5 distinct subtypes of workplace bullying experiences using a person‐centred approach. These bullying subtypes were found to be associated with absenteeism via health impairment and lower work engagement. The findings can be used to inform HR strategies to prevent and manage workplace bullying.     

A conscious‐authentic leadership approach in the workplace: Leading from within

This study combines components of the relatively nascent concepts of conscious leadership and authentic leadership. It is a synopsis of a recent empirical study comparing two groups of companies and their respective CEOs. Each group is comprised of three companies. Group I is led by CEOs who use a conscious‐authentic leadership approach in the workplace. They infuse their personal values, beliefs, and relational leadership behavior into the policies, practices, and employee programs within their respective organizations to achieve specific organizational outcomes. Group II CEOs do not use this leadership approach. The companies selected for study were categorized by disinterested third parties in the business community. This study explores the perceptions of the employees of both groups and the impact of the conscious‐authentic leadership model on organizational behavior and specific organizational outcomes in the workplace. The organizational outcomes tested in this study are voluntary employee‐withdrawal behavior and absenteeism during the period 2003–2005. An employee questionnaire was administered to the employees of both groups to measure organizational behavior. The same questionnaire was administered to the CEOs to determine their level of self‐awareness and their sense of the reality of the human condition within their respective organization. A separate leadership questionnaire was administered to the CEOs for a self‐assessment of personal attributes and leadership style. The findings provide a working definition of conscious‐authentic leadership behavior and a working model of the components of this approach as implemented by Group I CEOs in the workplace.     

Work hour congruence: the effect on job satisfaction and absenteeism

This study examines the effect of work hour congruence on employee job satisfaction and absenteeism using a large, longitudinal sample from the Canadian Workplace and Employee Survey (WES). An employee is said to have work hour congruence when they actually work the number of hours that they desire. Results indicate a difference between employees who desire more hours and those who desire fewer hours: employee desire for and receipt of more hours was related to positive changes in job satisfaction, while employee desire for and receipt of fewer hours was related to reduced absenteeism. In addition, the results suggest that employees respond to employers who at least try to meet their needs, those who desired more hours and received some, but not all of these additional hours showed a positive increase in job satisfaction. This study contributes to the literature by using of a precise measure of work hour preference and change, differentiating employees who desire fewer hours from those who desire more and examining both full and partial work hour congruence.     

Empowering leadership: leading people to be present through affective organizational commitment?*

Abstract

This study tested a mediation model in which empowering leadership was negatively related to three withdrawal behaviors: lateness, absenteeism, and turnover intention, with affective organizational commitment as a mediator. With 294 full‐time US employees, results from structural equation modeling indicated that empowering leader behaviors at one time were positively related to estimates of affective organizational commitment at a second time, which in turn was negatively related to absenteeism and turnover intention at a final time. Additionally, no significant direct effect was found between empowering leadership and withdrawal behaviors, further supporting the mediation model. However, neither empowering leadership nor affective commitment influenced followers' lateness. Empowering leadership, which provides employees with autonomy and developmental support, may have a favorable effect on employees' decisions to attend and stay in the organization, as well as their affective reaction to the organization in the form of psychological commitment. This study extended prior research models by examining a full range of withdrawal behaviors in relation to empowering leadership and showed that commitment may explain why empowering leader behaviors can affect employees' retention decisions.     

Predicting and explaining absenteeism risk in hospital patients before and during COVID-19

In order to address one of the most challenging problems in hospital management – patients’ absenteeism without prior notice – this study analyses the risk factors associated with this event. To this end, through real data from a hospital located in the North of Portugal, a prediction model previously validated in the literature is used to infer absenteeism risk factors, and an explainable model is proposed, based on a modified CART algorithm. The latter intends to generate a human-interpretable explanation for patient absenteeism, and its implementation is described in detail. Furthermore, given the significant impact, the COVID-19 pandemic had on hospital management, a comparison between patients’ profiles upon absenteeism before and during the COVID-19 pandemic situation is performed. Results obtained differ between hospital specialities and time periods meaning that patient profiles on absenteeism change during pandemic periods and within specialities.     

Nepotism as a Dilemma for Managing Human Resources Overseas

This exploratory study explored the impact of nepotism practices on employees, management, and organizations in two overseas countries: Egypt and Jordan. Results indicated that nepotism practices have a negative impact on employees, management, and organizations. This negative impact has led to employees' absenteeism/turnover, management disappointment/frustration/stress, and organization ineffectiveness.     

ABSENTEEISM AND TURNOVER: IS THERE A PROGRESSION? [1]

Three patterns of relationships between employee absenteeism and turnover have been suggested in the past—that withdrawal progresses from absenteeism to turnover, that absenteeism and turnover are alternatives to each other, and that absenteeism and turnover are unrelated. This paper examines the proposition that there is a rising trend of absences for leavers as the point of their turnover approaches, using data from employees of two midwestern U.S. organizations, a bank and a manufacturing company. A paired subjects design is used for analysis of the progression notion. The results affirm the existence of a positive association between absenteeism and turnover but provide, at best, weak confirmation of the progression hypothesis. The results from the two organizations are also different from each other. Measurement, sample, analysis, and theory problems are discussed as potential explanations of the differential results.     

The effect of participative management on organizational performance: the case of Taiwan

The aim of this study is to investigate the impact of participative management on the behaviour of employees and the financial effectiveness of the enterprise. The analytical data are based on the survey of 308 Taiwan enterprises. Multiple regression results show that both suggestion system and labour-management committee have a positive impact on employees' behaviour in terms of turnover and absenteeism rates. Likewise, the quality control circle (QCC) and profit sharing have a positive impact on organizational effectiveness as seen in profit and revenue growth rates. However, employee stock-ownership plans and grievance-handling systems have negative effects on both performance indicators - employee behaviour and organizational effectiveness. The practical implications are also discussed.