Group Absence Behavior and Standards: A Multilevel Analysis.

Markham, Steven E.; McKee, Gail H.

doi:10.2307/256625

Cited by 78 publications

(64 citation statements)

References 17 publications

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“…In this study, we focus on the actual average employee absence in teams as indicative of the absence norms for the team. This should complement prior research, which has mainly considered perceived absence norms in the employees' work unit (e.g., Bamberger & Biron, 2007;Gellatly, 1995) and perceptions of one's absence behavior relative to their work group (Markham & McKee, 1995). Absence norms emerge over time as a function of social interaction, communication, and observations among work unit members with more permissive absence norms reflecting perceptions of absenteeism as being legitimate and acceptable in a wider range of circumstances (Markham & McKee, 1995;Rentsch & Steel, 2003).…”

Section: Practitioner Pointsmentioning

confidence: 55%

The interactive effect of team and manager absence on employee absence: A multilevel field study

Duff

Podolsky

Biron

et al. 2014

J Occupat & Organ Psyc

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Although it is commonly assumed that manager and team absence levels have a significant impact on an individuals' absence level, research has yet to simultaneously test the effect of these sources, as well their interactive effect on employee absence behaviour. Using archival attendance records for 955 employees, grouped in 79 teams, and the absence records of their respective managers from a large professional services organization, this study considers absence behaviour through the lens and social learning theory and social information processing theory to suggest that absence norms are socially constructed based on social influences of the absence pattern of one's team and manager. Through the use of hierarchical linear modelling to account for group-level influences on absence behaviour, findings suggest that team-level absence exerts a greater influence on employee absence than manager absence and that manager absence exerts a moderating influence on this relationship. Implications for attendance management as well as future research are considered. Practitioner pointsTeam absence behaviour exerts a group-level influence on employee absence behaviour. Manager absence moderates the team absence effect.Absenteeism continues to capture the interest of practitioners and researchers

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Section: Practitioner Pointsmentioning

confidence: 55%

The interactive effect of team and manager absence on employee absence: A multilevel field study

Duff

Podolsky

Biron

et al. 2014

J Occupat & Organ Psyc

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“…Previous research has shown that members of the same team exhibit similar absence behavior (e.g. Chadwick-Jones, Nicholson, & Brown, 1982;Markham & McKee, 1995) and that group cohesiveness is associated with lower absence rates of group members (Xie & Johns, 2000). Further, poor communication and co-ordination amongst clinicians has been linked to higher staff turnover in intensive care units (Shortell et al, 1994).…”

Section: Consequences Of Real Team and Co-acting Group Membershipmentioning

confidence: 98%

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Lyubovnikova

West

Dawson

et al. 2014

European Journal of Work and Organizational Psychology

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Article ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. TakedownIf you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. REAL TEAM AND CO-ACTING GROUP MEMBERSHIP 1 AbstractWhile theory on team membership is emerging, limited empirical attention has been paid to the effects of different types of team membership on outcomes. We propose that an important but overlooked distinction is that between membership of real teams and membership of coacting groups, with the former being characterized by members who report that their teams have shared objectives, structural interdependence and engage in team reflexivity. We hypothesize that real team membership will be associated with more positive individual and organizational level outcomes. These predictions were tested in the English National Health Service, using data from 62,733 respondents from 147 acute hospitals. The results revealed that individuals reporting the characteristics of real team membership, in comparison to those reporting the characteristics of co-acting group membership, witnessed fewer errors and incidents, experienced fewer work related injuries and illness, were less likely to be victims of violence and harassment, and were less likely to intend to leave their current employment.At the organizational level, hospitals with higher proportions of staff reporting the characteristics of real team membership had lower levels of patient mortality and sickness absence. The results suggest the need to clearly delineate real team membership in order to advance scientific understanding of the processes and outcomes of organizational teamwork.

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“…Although the culture-absence relationship has been documented at the individual level (e.g., Markham & McKee, 1995), unit-level tests are needed. In doing so, it is also important to accurately identify the appropriate aggregate-level grouping.…”

Section: Implications For Theory and Researchmentioning

confidence: 99%

“…To this end, unit-level incentives, interunit competitions, and the like, are worthy of consideration and evaluation (Mathieu & Kohler, 1990a). Given the powerful nature of referent group (Bamberger & Biron, 2007) and unit-level norms (Markham & McKee, 1995), such interventions seem promising.…”

Section: Implications For Practicementioning

confidence: 99%

Work-Unit Absenteeism: Effects of Satisfaction, Commitment, Labor Market Conditions, and Time

Hausknecht

Hiller

Vance

2008

AMJ

143

109

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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

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Group Absence Behavior and Standards: A Multilevel Analysis.

Cited by 78 publications

References 17 publications

The interactive effect of team and manager absence on employee absence: A multilevel field study

The interactive effect of team and manager absence on employee absence: A multilevel field study

24-Karat or fool’s gold? Consequences of real team and co-acting group membership in healthcare organizations

Work-Unit Absenteeism: Effects of Satisfaction, Commitment, Labor Market Conditions, and Time

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