1. PRESENTED BY: BARBARA NGUYEN GINA NGUYEN
GROUP 2: ABSENTEEISM
PRESENTED BY: BARBARA NGUYEN
GINA NGUYEN

2. ABSENTEEISM:
An employee’s intentional or habitual failure to show up for work as scheduled.
EXCLUDES:
VACATION TIME/PTO
PERSONAL DAYS OFF
JURY-DUTY LEAVE

3. Presenter: Barbara Nguyen
Hostile Climate, Abusive Supervision, and Employee Coping: Does Conscientiousness Matter?
Mary B. Mawritz, Scott B.Dust, and Christian J. Resick

4. KEY TERMS
Hostile Work Environment
Abusive Supervisor
Conscientiousness

5. FOCUS
Employee conscientiousness affects how the employees respond to abusive supervision.
Intensity of supervisor’s conscientiousness influxes the levels of abusive supervision.

6. METHODS
221 Participants
Upper level, undergraduate management course students
Worked for their current organization 20 or more hours per week
Supervisor for a minimum of 6 months
Go to secure website to complete a brief questionnaire

7. MODEL

8. RESULTS

9. TAKE-HOME MESSAGE
Integrate culture into onboarding process
Reduce abusive supervision
Sensitivity training
360 feedback as a development tool

10. Aversive Workplace Conditions and Absenteeism:
Presenter: GINA NGUYEN
Aversive Workplace Conditions and Absenteeism:
Taking Referent Group Norms
And
Supervisor Support Into Account
Michael Biron & Peter Bamberger
(2012)

11. KEY TERMS ABSENTEEISM JOB HAZARDS GROUP ABSENCE NORMS
SUPERVISOR SUPPORT

12. FOCUS Examines the interactions between: Group absence norms
Supervisor support
Hazards-absence relationship

13. RESEARCH METHOD Collected survey data from local union files:
492 transit workers
3 divisions: buses(43%), station(48%), subway(9%)
18 page confidential questionnaire
Absence data collected following survey after 2 years

14. →SUPERVISOR SUPPORT LOW- (Effect is significant)
RESULTS
More permissive group norms amplify the hazard–absence relationship
→SUPERVISOR SUPPORT LOW- (Effect is significant)

15. LOW
Supervisor Support
HIGH
Perceived Job Hazards
HIGH
Group Absence Norms
INCREASE
In Absenteeism

16. RESULTS
→SUPERVISOR SUPPORT HIGH- (Not influenced by more or less permissive group absence norms)

17. TAKE-HOME MESSAGE SUPERVISOR SUPPORT SYSTEM REALISTIC JOB PREVIEWS
JOB HAZARD ANALYSIS
-Create supervisor support standards, and allow employees to provide feedback on supervisor support system. Give back to get back. Win-win strategy
-Training to minimize job hazards/improve safety, Open communication and transparency, Acknowledge employee achievements & areas of concern
-Give employees realistic job previews to find people more suited and aware of the demands of the job. Less likely to perceive hazards to justify absence.
-Job hazard Analysis -used to assess the existing and potential hazards of a job, understand the consequences of risk, and act as an aid in helping identify, eliminate, and control hazards
(reduces work-related injuries/illnesses, lowers workers compensation costs, reduces absenteeism, increases productivity, increases awareness of job hazards and how to minimize risk.

18. GROUP TAKE-HOME MESSAGE
Provide employees with 360° Feedback System to improve conscientiousness on development
Create supervisor support standards and have employees give feedback to supervisors