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Prior research is limited in explaining absenteeism at the unit level and over time. We developed and tested a model of unit-level absenteeism using five waves of data collected over six years from 115 work units in a large state agency. Unit-level job satisfaction, organizational commitment, and local unemployment were modeled as time-varying predictors of absenteeism. Shared satisfaction and commitment interacted in predicting absenteeism but were not related to the rate of change in absenteeism over time. Unit-level satisfaction and commitment were more strongly related to absenteeism when units were located in areas with plentiful job alternatives. We thank Associate Editor Nandini Rajagopalan and three anonymous reviewers for their valuable feedback and suggestions. Work-Unit Absenteeism 2 AbstractPrior research is limited in explaining absenteeism at the unit level and over time. We

A systems-based, guided examination of employee involvement (EI) in the context of participative climates is presented. The authors proposed a theoretical multi-cross-level model to examine the relationship between participative climates as they exist at top and middle organizational levels and employee attitudes and behaviors. Data from an organization consisting of 11 relatively autonomous districts further divided into 88 units were used to examine the relationship of EI practices, participative climates, and individual ( n = 483) work-related attitudes and involvement in the EI process. Results indicated that district and unit participative climates interacted with one another in influencing work-related attitudes and behaviors. The importance of multiple participative climates operating in relation to one another to influence individual attitudes and behaviors, and how these climates are supported, is discussed.

This study examined whether variables at individual, unit, and suborganization levels influence the extent to which the knowledge and skills learned in employee involvement (EI) training are generalized beyond specific EI activities. Training generalization occurs when the knowledge and skills learned in training for a specific purpose in one context (e.g., EI training for use in quality circles) are applied by trainees in another context (e.g., regular job duties). A multiple‐cross‐level design using data gathered from 252 employees and supervisors drawn from 88 units across 11 suborganizations provided support for both individual and situational effects. Hierarchical regression results demonstrated that characteristics at individual, unit, and suborganization levels significantly predicted the extent EI knowledge, skills, and attitudes were generalized to the core job activities. As predicted, trainees were more likely to use EI training in performing core job activities the more EI activities they participated in, the greater their commitment to the organization, and the less cynical they were about the likelihood of positive organizational change. Contrary to expectations, more generalization of EI training was found to occur in units and suborganizations with less participative climates.