Innovative work practices and sickness absence: what does a nationally representative employee survey tell?

Böckerman, Petri; Johansson, Edvard; Kauhanen, Antti

doi:10.1093/icc/dtr047

Cited by 26 publications

(22 citation statements)

References 48 publications

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“…Using the Finnish Quality of Work Survey, Bockerman et al (2012) examine the influence of 'high performance work practices' on a worker's probability of an accident on the job. Using the Finnish Quality of Work Survey, Bockerman et al (2012) examine the influence of 'high performance work practices' on a worker's probability of an accident on the job.…”

Section: Background and Motivationmentioning

confidence: 99%

Performance Pay and Workplace Injury: Panel Evidence

Artz

Heywood

2015

Economica

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Using panel survey data, we show cross-sectional evidence of an elevated risk of workplace injury for those paid piece rates and bonuses. While consistent with Adam Smith's behavioural conjecture, this could simply reflect sorting across workers or firms. In response we successively control for a risk proxy, for worker fixed effects and for worker with employer match fixed effects. No previous examination has controlled for such fixed effects or examined US survey data. The estimates indicate that injury risk increases substantially when blue-collar (manual) workers become paid by piece rates and bonuses.

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Section: Background and Motivationmentioning

confidence: 99%

Performance Pay and Workplace Injury: Panel Evidence

Artz

Heywood

2015

Economica

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“…Heterogeneous trends in absenteeism according to its duration have been observed in various situations of organizational changes (e.g. Böckerman et al 2012). One interpretation of this phenomenon is that short-duration absences may prevent more serious pathologies that lead to longer-term absences.…”

Section: (C) From Prevention To Incentives For Presenteeism and Prefementioning

confidence: 99%

When Preventing Absenteeism Fuels Long‐Sickness Leave: The Case of a Leading Operator for Local Transport Services

Askenazy

Cartron

2019

Brit J Industrial Rel

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We examine the strategy to reduce sickness absences of transit drivers in one of the leading Multinational Operators for Local Transport Services in France. Absenteeism dramatically rose as a result of this strategy. Using observations and interviews at the corporate and field levels, and company data, we disentangle the mechanisms that led to this failure. In a context of strong constraints especially from local communities, the strategy based on underlining the costs of absences pushed local units to change their management practices. They focused on chasing short absences, promoted presenteeism and intensified pressure on workers rather than boosting prevention. Eventually, long‐duration sickness leaves massively expanded.

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“…For example, a project manager's health condition will play a role in PM2P allocation decisions but may not be openly discussed by a practitioner as having contributed to the decision. The practitioner is likely to consider issues of sickness absenteeism (Bockerman et al, 2011) and impact on project performance, particularly during critical stages of the project in which the project manager is needed most but may be absent from work due to his/her health condition. Details of how the contents of this conceptual model were translated into a research instrument for this study are discussed under research method.…”

Section: Insert Figure 1 Here Figurementioning

confidence: 99%

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

Seboni

Tutesigensi

2015

Construction Management and Economics

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Empirical studies that examine how managers make project manager-to-project (PM2P) allocation decisions in multi-project settings are currently limited.Such decisions are crucial to organizational success. An empirical study of the PM2P practice, conducted in the context of Botswana, revealed ineffective processes in terms of optimality in decision-making. A conceptual model to guide effective PM2P practices was developed. The focus of this study is on deploying the model as a lens to study the PM2P practices of a large organization, with a view to identify and illustrate strengths and weaknesses. A case study was undertaken in the mining industry, where core activities in terms of projects are underground mineral explorations at identified geographical regions. A semi-structured interview protocol was used to collect data from 15 informants, using an enumeration. Integrated analysis of both data types (using univariate descriptive analysis for the quantitative data, content and thematic analysis for the qualitative data) revealed strengths in PM2P practices, demonstrated by informants' recognition of some important criteria to be considered. The key weaknesses were exemplified by a lack of effective management tools and techniques to match project managers to projects. The findings provide a novel perspective through which improvements in working practices can be made.Keywords: decision-making practices, human resource management, multiproject environment, project. IntroductionSeminal work of researchers such as Pinto and Slevin (1988), Brown and Eisenhardt (1995), Dainty et al. (2003) have demonstrated the importance of choice of project manager as one of the critical project success factors. The seminal work of these researchers has formed a basis upon which other researchers such as Patanakul, expanded on, in relation to PM2P allocation practices and the negative impact on organizational performance. For example, Patanakul et al.'s (2007) empirical study, which expanded on the seminal work of these researchers, was found to be the only relevant study in this area, conducted predominantly in USA high-tech industry and directly applicable to PM2P practices in multi-project environments. The emphasis of the current study is to expand our understanding of PM2P practices in other regions, other than North America.Allocation of project managers-to projects is an important topic because of the significant impact of this decision on organizational strategic value, particularly in a multi-project Research aimThe aim of this study was to increase our understanding of the PM2P practice in other countries and industries (using Botswana as a context). This involved use of the most up to date and comprehensive conceptual model developed in Seboni and Tutesigensi (2014). The absence of empirical studies on PM2P practices of a multi-project setting, conducted in the context of other regions such as Botswana, is considered a knowledge gap. Literature reviewPractitioners in project-based organizations make PM2P allocation...

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Innovative work practices and sickness absence: what does a nationally representative employee survey tell?

Cited by 26 publications

References 48 publications

Performance Pay and Workplace Injury: Panel Evidence

Performance Pay and Workplace Injury: Panel Evidence

When Preventing Absenteeism Fuels Long‐Sickness Leave: The Case of a Leading Operator for Local Transport Services

Project manager-to-project allocations in practice: an empirical study of the decision-making practices of a multi-project based organization

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