Employee Lateness Behavior: The Role of Lateness Climate and Individual Lateness Attitude

Elicker, Joelle D.; Foust, Michelle Singer; O'Malley, Alison L.; Levy, Paul E.

doi:10.1080/08959280802347254

Cited by 13 publications

(16 citation statements)

References 32 publications

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“…It is also important to consider the impact of context (Johns, ) in the application of the current findings. For example, building on the research suggesting that in strict lateness climates tardy behaviour is not influenced by individual differences (Elicker, Foust, O'Malley, & Levy, ), we ask whether the debilitating effects of race on advancement will be minimized in these circumstances? Additionally, we urge future researchers to assess reasons regarding lateness.…”

Section: Discussionmentioning

confidence: 99%

Held to a different standard: Racial differences in the impact of lateness on advancement opportunity

Luksyte

Waite

Avery

et al. 2013

J Occupat & Organ Psyc

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Racial biases affect many important personnel decisions such as performance appraisal and promotion. Yet, little is known about how these biases might influence evaluations of employee lateness behaviour. Integrating attribution theory and research on racial stereotypes and meta-stereotypes, we investigated whether tardy Black and Hispanic employees are penalized harsher than their White counterparts in terms of unfavourable personnel outcomes. Findings from a national US survey (N = 2,789) showed that Black employees perceive fewer advancement opportunities the more often they are latean effect that did not hold true for Hispanic or White incumbents. A follow-up experimental study with full-time working adults (N = 204) further illustrated that the tardiness of Black, but not White, employees negatively impacts their performance appraisal ratings and subsequent chances of advancement. This model of differential penalization of lateness behaviour suggests similar processes may generalize to other forms of stereotypical misbehaviour in organizations. Practitioner PointsBoth employees and managers should be made aware that lateness behaviours are viewed differently for Black, White and Hispanic employees with the penalizing effect applying only to Black employees. Managers should avoid differential evaluation of the same lateness behaviour of their racially diverse employees when evaluating performance and making subsequent promotion decisions. Managers could be trained to focus on behaviours, not the race of employees, when making important personnel decisions.

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Section: Discussionmentioning

confidence: 99%

Held to a different standard: Racial differences in the impact of lateness on advancement opportunity

Luksyte

Waite

Avery

et al. 2013

J Occupat & Organ Psyc

View full text Add to dashboard Cite

show abstract

“…Although both topics deal with similar issues within the organization, there are some distinct differences. The culture of an organization deals with broad ideas and overall values and beliefs held by the organization and the employees (Elicker et al, 2008). Organizational climate, on the other hand, deals with a focused area within the organization (Elicker et al, 2008) such as the nature of the relationships an employee has within their work environment that effects their ability to do their job (Duggan, 2008).…”

Section: Literature Reviewmentioning

confidence: 99%

The Effects of Organizational Culture on Employee Turnover

Wright¹

2021

Perf Improvement Qrtly

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Employee turnover is a common problem for many organizations. There have been a multitude of studies that explore turnover and an employee's intent to leave. A review of the relevant literature was conducted with specific focus on employee retention and the role that organizational culture plays on these factors. This review identified 51 resources with relevant information and utilizes the information from both empirical and conceptual studies to evaluate the subject of employee turnover and its relation to organizational culture.

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“…The marked increases in absenteeism, tardiness, and turnover likelihood among racioethnically similar employees in permissive climates are notable given the high logistical and financial costs associated with these behaviors (Blau, ; Elicker et al, ; Stewart et al, ). Increases in absenteeism and tardiness could be particularly detrimental to organizations if employees use this time to act on their intentions to leave, and engage in job‐seeking behaviors such as interviews and site visits (Hale, ; Sagie et al, ).…”

Section: Discussionmentioning

confidence: 99%

“…Antecedents of tardiness include individual variables such as job attitudes and work-family commitment, as well as practical concerns such as transportation, illness, and adverse weather conditions (Blau, 1994(Blau, , 1995Koslowsky et al, 1997). Similar to absenteeism, several studies have shown that the extent of coworker tardiness has a significant influence on the employee's choice to report to work late (Blau, 1995;Eder & Eisenberger, 2008;Elicker et al, 2008).…”

Section: Tardinessmentioning

confidence: 99%

“…Identifying predictors of employee withdrawal from the workplace is of particular interest to organizations, given the negative impact these behaviors have on employee performance and morale (Blau, ; Elicker, Foust, O'Malley, & Levy, ; Koslowsky, Sagie, Krausz, & Singer, ) as well as on the organization's bottom line (Armes, ; Sagie, Birati, & Tziner, ; Stewart, Ricci, Chee, Hahn, & Morganstein, ). To illustrate, tardiness is estimated to cost upwards of three billion dollars each year (DeLonzor, ), and absenteeism can cost up to 15 percent of an organization's total salary costs (Navarro & Bass, ).…”

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confidence: 99%

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A time‐lagged investigation of the impact of coworker behavior on the effects of demographic dissimilarity

et al. 2015

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Summary Although it is clear that coworker absenteeism, tardiness, and turnover can influence an employee's actions, scholars have yet to consider the impact of relational demography on the adoption of these behavioral norms. Inspired by social identity, situational strength, and attraction‐selection‐attrition theories, we proposed that individuals who differ from their coworkers in age, sex, or racioethnicity would feel threatened by their outnumbered status and subsequently motivated to be absent, tardy, or more likely to turnover. However, we expected coworker withdrawal behavior to moderate whether or not dissimilar personnel act on these desires. Results from hierarchical multilevel modeling analyses of data from 470 U.S. call center workers nested in 51 work groups revealed that racioethnic dissimilarity was positively related to time‐lagged changes in absenteeism and tardiness as well as heightened turnover likelihood. These effects emerged only among employees whose coworkers engaged in greater withdrawal behavior. Importantly, racioethnically dissimilar employees working in more permissive climates (i.e., those with high levels of coworker absenteeism, tardiness, or turnover) exhibited the greatest increases in absenteeism and tardiness over three months and had the highest supervisor‐rated turnover likelihood. Implications for diversity management are discussed. Copyright © 2015 John Wiley & Sons, Ltd.

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Employee Lateness Behavior: The Role of Lateness Climate and Individual Lateness Attitude

Cited by 13 publications

References 32 publications

Held to a different standard: Racial differences in the impact of lateness on advancement opportunity

Held to a different standard: Racial differences in the impact of lateness on advancement opportunity

The Effects of Organizational Culture on Employee Turnover

A time‐lagged investigation of the impact of coworker behavior on the effects of demographic dissimilarity

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