A catastrophic model of employee withdrawal leading to low job performance, high absenteeism, and job turnover during the first year of employment

Article Abstract:

Declining job performance, absenteeism, and turnover are shown to be discontinuous behavioral outcomes of the same withdrawal phenomenon caused by changing levels of job tension and group cohesiveness by the catastrophe model of employee withdrawal. The research generally supports the assumption that behavioral outcomes of withdrawal are explainable as discontinuous changes in employee behavior rather than as continuous linear responses to sociopsychological withdrawal. It is also shown that building catastrophe models of employee turnover is feasible, and that such models are reliable in predicting employee behavior, but individual differences are not adequately represented in the models.

Psychological aspects, Employee turnover

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An investigation of the relationship between unemployment and absenteeism: a multilevel approach

Article Abstract:

Whether unemployment is significantly related to absenteeism at the national level, regional level, and the organizational level is examined. It is shown that a significant relationship exists between absenteeism and unemployment at the national level, and at the regional level with the exception of the Northeast when adjusted for seasonal effects. After holding the control variables constant, a significant relationship was also found at the organizational level, with the absenteeism rate for organizations studied associated most closely with the national unemployment rate and not associated as closely with the local rate.

Labor supply, Labor force, Unemployed workers

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Predicting absenteeism from prior absence and work attitudes

Article Abstract:

The relationship between prior absenteeism in one job and subsequent absenteeism in a new one in the same organization is studied, with 121 technicians working for a medium-sized electronics company examined as they reacted to the introduction of new production and operations systems, including new equipment and technology. It is shown that old-job absenteeism was a better predictor of new-job absenteeism than earlier work attitudes, including organizational commitment, intrinsic or extrinsic satisfaction, and role overload.

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