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In Certain Jobs, Supervisor Support Can Reduce Absenteeism

6/6/2012-

by APA

In Certain Jobs, Supervisor Support Can Reduce Absenteeism

Work hazards usually not to blame for employees missing work, research says

By: American Psychological Association

WASHINGTON—A supportive supervisor can keep employees in certain hazardous jobs from being absent even when coworkers think it’s all right to miss work, according to new research published by the American Psychological Association.

Researchers explored factors that can influence employee absenteeism and found that a job’s level of risk and peer pressure were both negligible compared to the influence of the employee’s supervisor. Having peers who think it’s OK to miss a lot of work days influenced employees to miss more work only when the employees felt their supervisors were not supportive, the study found. An employee’s perception of danger on the job did not itself play a role in determining absenteeism, according to the study (Aversive Workplace Conditions and Absenteeism) published online in APA’s Journal of Applied Psychology.

“The findings provide useful guidance for companies and organizations that are dealing with a counterproductive employee subculture that condones missing work,” said lead author Michal Biron, of Israel’s University of Haifa and the Netherlands’ Tilburg University. “Leadership will do well to provide frontline supervisors with training and resources so that they can be supportive of their employees who deal with tough work environments.”

SIOP Fellow Peter Bamberger, of Tel Aviv University and the Smithers Institute of Cornell University’s School of Industrial and Labor Relations, coauthored the study, which involved 508 workers with the transportation authority of a large U.S. municipality that closely monitors employee attendance and enforces a strict absence policy. The sample was 69% men and 31% women with an average age of 46. Forty-three percent of the workers were employed in the authority’s bus division, 48% in the station division and 9% in the subway division.

Researchers determined the participants’ rate of absenteeism from their personnel records over 24 months. To determine perceived job hazards, they randomly selected 34 of the participants to respond to a series of questionnaires about hazards on the job such as electrocution, dangerous chemicals or contaminants, continuous loud noise, extreme temperatures or humidity, and verbal or physical assaults by customers or coworkers.

The entire sample was asked to respond to questions asking how they felt about their coworkers and the degree to which their coworkers viewed 20 possible reasons for absence as “justifiable.” Reasons ranged from the individual’s own illness symptoms to personal situations such as parental illness or an important event at a child’s school.

The participants were also asked to rate their supervisor’s supportiveness. Researchers asked the employees to indicate how often during the past month their immediate supervisor assisted them in various ways, such as “talked you through work-related problems, helping you come up with solutions,” and “provided you with encouragement about your work.” The participants responded using a 5-point scale ranging from 0 = never to 4 = several times a day.
“An employee culture that approves of missing work might result in higher employee absenteeism when coupled with aversive work conditions if a supervisor is considered unsupportive, but it seems to have no effect at all when employees feel their supervisor is supportive,” said Bamberger. “This may be because employees want to reciprocate positive treatment and avoid causing any problems due to their absenteeism that could negatively impact their supervisors.”

Demographic and individual differences such as gender, age, tenure, ethnicity, and average hours worked per week were included in the analysis to ensure accurate statistical representation.

Article: “Aversive Workplace Conditions and Absenteeism: Taking Referent Group Norms and Supervisor Support Into Account,” Michal Biron, PhD, University of Haifa and Tilburg University; Peter Bamberger, PhD, Tel Aviv University and the Smithers Institute of Cornell University’s School of Industrial and Labor Relations; Journal of Applied Psychology, online, March 2012.