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We conducted qualitative and quantitative reviews of the medical literature to develop an understanding of the linkages between nonspecific lower back pain (LBP) and employee absenteeism, and the efficacy of lower back pain interventions (LBPI) in reducing absenteeism. First, we offered a general time-based framework to clarify the causal flows between LBP and absence. Second, we inspected LBPIs designed to ameliorate LBP, which should, in turn, lead to reduced absence-taking. Third, we conducted a meta-analysis of 45 effect sizes involving 12,214 people, to examine the relationships between both LBP and LBPIs and absenteeism. Consistent with a presumption in the medical literature, we found support for the idea that chronic LBP has a positive overall relationship with absence-taking. The relationship was stronger for absence frequency measures than time lost measures. In addition, we found that increasing aggregation time (i.e., increases in the periods over which absence is observed) enhances the size of the chronic LBPabsence connection. Further, evidence showed that LBPIs were effective overall in reducing absenteeism. Finally, when there was a temporal mismatch between the form of LBP (acute vs. chronic) and the absenteeism aggregation period in LBPI studies, effect sizes were significantly smaller. We concluded with a discussion of these results, methodological limitations, and suggestions for future research that blends medical with organizational approaches to the etiology of absence.

Research assessing the relationship between job performance and turnover has historically yielded mixed results. Reported findings have reflected no relationships, linear associations, or U-shaped forms between these constructs. The current study attempted to shed light on the intricate relationship between job performance and voluntary turnover by investigating gender boundaries and relevant controls. After controlling for age, tenure, and job satisfaction, the data provided evidence of a U-shaped association between job performance and turnover. However, once the data were partitioned into male and female subsamples, a different pattern emerged, whereby males continued to reflect the U-shaped relationship and females reflected no job-performanceturnover relationship. Implications of these findings for both theory and research are provided.The relationship between job performance and employee turnover is one that has historically perplexed organizational scientists. Obviously, the interest in this relationship generates from the fact that these variables represent two of the most significant employee outcomes we have studied, with clear research-related issues for scientists and cost-effectiveness implications for practitioners.

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