Intent to leave and absenteeism as reactions to perceived inequity: The role of psychological and social constraints

Yperen, van Nico; Hagedoorn, Mariët; Geurts, Sander

doi:10.1111/j.2044-8325.1996.tb00622.x

Cited by 41 publications

(30 citation statements)

References 6 publications

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“…In regard to distributive justice, teachers will perceive poor justice in their school when they experience a negative balance between their contributions to the school and the rewards they receive (Robinson and Rousseau, 1994;Van Yperen et al, 1996). In this case teachers will reduce their efforts to align their inputs with organizational rewards.…”

Section: Organizational Justice and Absenteeismmentioning

confidence: 93%

Perceptions of Organizational Ethics as Predictors of Work Absence: A Test of Alternative Absence Measures

Shapira‐Lishchinsky

Rosenblatt

2008

J Bus Ethics

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The study examined the distinction between two traditional work absence measures: frequency, reflecting voluntary absence, and duration, reflecting non-voluntary absence. The two measures were compared in a test of the relationship between work absence and employees' perceptions of organizational ethics. Questionnaires and archive data were collected from 1,016 teachers in Israel. Organizational ethics was represented by three variables: ethical climate (caring and formal), organizational justice (distributive and procedural), and teacher's tendency to misbehave. Results showed that four ethical constructs (caring climate, formal climate, tendency to misbehave, and procedural justice) were related to absence frequency, while only one (caring climate) was related to absence duration. The findings add to previous research on the distinction between voluntary and involuntary absence measures, and the superior sensitivity of frequency over duration as a measure of voluntary absence. In practice, the results may encourage principals and managers to create ethical workplaces to minimize absence frequency.

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Section: Organizational Justice and Absenteeismmentioning

confidence: 93%

Perceptions of Organizational Ethics as Predictors of Work Absence: A Test of Alternative Absence Measures

Shapira‐Lishchinsky

Rosenblatt

2008

J Bus Ethics

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“…Building further on this reasoning, Smit's absenteeism model (1997) also assumes that it will depend on the absence threshold regarding illegitimate reasons to call in sick (i.e., absence tolerance) of the individual whether he or she will actually decide to be absent (Veerman, 1993). A number of studies have indicated that employees' normative expectations about to which extent one should tolerate different reasons for being absent clearly are related to individual and group absence levels (Bamberger & Biron, 2007;Gale, 1993;Geurts et al, 1991;Haccoun & Jeanrie, 1995;Van Yperen, Hagedoorn, & Geurts, 1994). In these studies, employees with a tolerant attitude toward reasons to call in sick were more absent compared to employees with more stringent views about when one is allowed to be absent.…”

Section: Absence Tolerance and Absenteeismmentioning

confidence: 99%

When Weak Groups are Strong: How Low Cohesion Groups Allow Individuals to Act According to Their Personal Absence Tolerance Norms

2011

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The study described in this article took place in a commercial production organization and a non-profit social welfare organization (N = 377 and N = 582, respectively). The study investigates how group cohesiveness and absence tolerance separately and in tandem are related to company registered absenteeism rates. As predicted, results support the hypotheses that absence tolerance is positively related with absenteeism and interacts with low group cohesion to result in absenteeism. Contrasting earlier studies that found highly cohesive groups to interact with absence tolerance, results of this study are the first to show that low group cohesiveness interacts significantly with absence tolerance. That is, low cohesive groups counterintuitively are related to the lowest levels of voluntary sickness absence together with intolerant views toward absence. This interaction effect is found independently in two different organizations.

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“…Die werkgewer se verantwoordelikheid berus in die skep van 'n werkomgewing wat bevorderlik is vir goeie bywoning. Werknemers is minder geneig om die organisasie te verlaat wanneer hulle meer betrokke voel in hul werk en dus oor die nodige lojaliteit beskik (Van Yperen, Hagedoorn & Geurts, 1996). Daar moet dus 'n gevoel van waarde geskep word waarin die werknemer voel dat sy/haar bydrae benodig word deur die organisasie.…”

Section: Verlofveranderlikesunclassified

Die omvang en aard van afwesigheid in die werkplek: ‘n Suid-Afrikaanse gevalstudie

Plessis¹,

Visser²,

Fourie³

2003

SA j ind psychol

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Absenteeism in the workplace is a phenomenon that is receiving increasing attention due to its cost implications. Companies in South Africa are taking a closer look at the costs of absenteeism and are, by implication, addressing issues such as employee loyalty and commitment. The present study focused on the nature and extent of absenteeism in a company in the meat industry, the total number of productive days lost by the company, the mean duration of absenteeism incidences, and the costs incurred. The possibility of a collective culture of absenteeism was also investigated by studying individual absenteeism patterns.Attendance records of 145 employees over a period of one year were studied. The leave records included annual leave, sick leave, leave without permission and compassionate leave. Annual vacation leave was defined as planned leave, whereas sick leave, leave without permission and compassionate leave were defined as unplanned leave. In the case of unplanned leave, costs were inevitably incurred to employ temporary workers to maintain production levels, because the processing of fresh meat cannot be delayed. Altogether 2900 workdays were lost due to planned leave and 912 workdays were lost due to unplanned leave. This meant that 24 percent of all absenteeism was due to unplanned leave, whereas 76 percent consisted of planned leave.The costs of absenteeism were calculated by totalling the number of workdays (planned and unplanned) lost due to absenteeism. This amounted to a total of 3812 days, which resulted in a loss of R485,644.31 (including company contributions). The cost incurred to employ temporary workers to accommodate absenteeism amounted to R409,410.24 over a period of one year. The total cost of absenteeism was thus R895,054.55. This figure does not include indirect costs due to the loss of quality from using temporary workers nor costs due to super visory time spent to reorganise the different departments.It was also investigated whether factors such as years of service, age, educational level, or job level influenced absenteeism. Only in the case of job level a statistically significant correlation with number of days absent was obtained.The possibility of the existence of a collective culture of absenteeism was researched. This was done by studying the absenteeism patterns of the five employees who took the largest number of unplanned leave days and that of the five employees who most often took periods of leave. All of these employees worked in one particular department. Although they constituted only 3.45 percent of the total sample, they accounted for 18.60% of the unplanned leave taken by the weekly-paid employees.The conclusion reached is that absenteeism can amount to extremely high levels of unplanned costs for companies, possibly higher than companies are generally aware of. Unless efforts are made to calculate the exact costs of absenteeism, the extent thereof usually remains hidden. In the present research a detailed example of how absenteeism may be studied, was shown. The exorb...

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Intent to leave and absenteeism as reactions to perceived inequity: The role of psychological and social constraints

Cited by 41 publications

References 6 publications

Perceptions of Organizational Ethics as Predictors of Work Absence: A Test of Alternative Absence Measures

Perceptions of Organizational Ethics as Predictors of Work Absence: A Test of Alternative Absence Measures

When Weak Groups are Strong: How Low Cohesion Groups Allow Individuals to Act According to Their Personal Absence Tolerance Norms

Die omvang en aard van afwesigheid in die werkplek: ‘n Suid-Afrikaanse gevalstudie

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