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Organizational Behavior Course Model

OB Outcomes: Attitudes and Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances. Influenced by Managers Using

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Organizational Behavior Course Model

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  1. OB Outcomes: Attitudesand Behaviors Effort Job Satisfaction Absenteeism Turnover Stress Workplace Violence Organizational Citizenship Behavior and Commitment Employee Theft Safety and Accidents Sexual Harassment Grievances Influenced by Managers Using Application of Individual Differences Perceptions Attributions Attitude change Values Personality Group Dynamics Reward Systems Job Design Leadership Organizational Behavior Course Model

  2. Absenteeism “Facts” Paid absences are not universal ● 39% of U.S. employees do not receive paid sick leave ● 1/3 of FT Iowa employees have no paid sick leave (81%) of part-timers Financial cost estimates are highly variable ● Absenteeism costs are about 9% of payroll Can necessitate temporary or surplus employees Can affect customer service Shareholders/Boards of Directors expect control

  3. Absenteeism Issues • What is excessive? Multiple metrics: • Number of sick days used • - Dept of Labor: Mean is 8 days • - Iowa data suggests people use half • Changes in absence rates (paid unscheduled • absence hours/paid productive hours) • Range: 1.9% in 2003 to 3.1% in 2008 • Lower in bad economic times, higher in good times • Higher in public sector than in private sector

  4. ABSENTEEISM COSTS(lower level employee)

  5. Focus: Managing Voluntary Absenteeism • Determining what percent of absence is voluntary (avoidable) and what is non-voluntary is tricky • Experts believe 40% is voluntary and 60% is non-voluntary (e.g., personal or family illness) • 40% may be the “max” managers can affect

  6. Summarizing: Separating Voluntary & Nonvoluntary Absence • May be contingent on empowerment (discretion) of supervisors • Absence policies remain ambiguous • a. Personal/dependent illness • b. Gray areas: relative illness, business affairs, lack • of transportation, “domestic maintenance” • c. Truly discretionary: take a day off, wedding, • special event

  7. Summarizing: Separating Voluntary & Nonvoluntary Absence • Explains popularity of PTO (Paid Time Off) and “no fault” absence policies. SHRM: 33% of firms in 1997, 47% of firms in 2010 • Recordkeeping time frames dependent on magnitude of the problem (from no tracking to yearly, to quarterly, to monthly) • Let’s look at some common measures

  8. Absenteeism Measures 1. FrequencyMeasure: total # of times/period absent ( 4) 2. Severity Measure: total # of days/period ( 7) (most common) 3. Attitudinal Measure: Frequency of 1 day absences (2) 4. Medical Measure: Frequency of > 3 day absences (1) 5. Worst Day: # people absent on any given day (e.g., Monday) February S M T W TH F S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 March 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 April 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

  9. Model of Employee Absenteeism 3. Personal Characteristics -Education -Family -Org. tenure responsibility -Age (also depends -Family size on sex) -Personality 7. Ability to Attend -Health (Depression, pain cardio fitness, smoking, drug use) -Illness & accidents -Family responsibilities -Transportation problems -Travel distance 2. Recruitment + Selection Job expectations about Attendance 1. Job Situation -Job autonomy -Job level -Work group size -Role Stress -Considerate leadership -Coworker relationships -Scheduling (flexible best) 4. Job Attitudes -Job satisfaction -Org. commitment -Job involvement 8.Employee Absenteeism (Attendance) 6. Attendance Motivation 5. Pressures to Attend -Economic/market conditions -Human Resource Practices (incentives, control policies) -Work group norms/culture -Profit sharing/employee share ownership

  10. Review of Absenteeism Model • Box 8: Employee Absenteeism or Attendance • Box 1: Job Situation ↑ Job autonomy → ↓ Absenteeism • Box 2: Recruitment and Selection • Box 3: Personal Characteristics (next slide) • Box 4: Job Attitudes • Box 5: Pressures to Attend (next slide) • Box 6: Attendance Motivation • Box 7: Ability to Attend

  11. Personal Characteristics (Box 3) • Education: No consistent pattern • Org tenure: ↑ Tenure → ↓ Absenteeism • Age: Younger more short term; older more long term. Age/sex: Men: ↑ Age → ↓ Absenteeism Women: No relationship • Family responsibility: Parental status and elder care issues (by 2020 1 in 3 will have the latter; boxes 3 & 7) • Family Size: ↑ Size → ↑ Absenteeism

  12. Personality(Box 3) • ↑ Conscientiousness → ↓ Absenteeism • ↑ Extroversion → ↑ Absenteeism • ↑ Anxiety/depression → ↑ Absenteeism

  13. Human Resource Practices for Managing Absenteeism • Review incentive systems like lotteries (nurse example) • Be willing to modify practices over time • Determine whether cost/benefit of incentives are consistent with organizational culture

  14. Human Resource Practices for Managing Absenteeism (Box 5 continued) • Work group norms and culture • Profit sharing; employee ownership

  15. Family Responsibilities: Examples of Costs Associated with Eldercare ● Absenteeism ● Workday interruptions ● Going part-time ● Eldercare crisis ● Supervisor time ● Taking unpaid leave ● Replacing the 9% of workers who quit Solutions: subsidizing in-home care for employee’s dependent, referral services to caregivers and nursing homes, providing extended leaves of absence. Be “employee need specific”: Japanese heartache leave

  16. RECOMMENDATIONS FOR INCREASEDUNDERSTANDING OF ABSENTEEISM 1. Use standardized measures and time frames 2. Study attendance 3. Study white collar absenteeism 4. Examine how other HR practices affect absenteeism 5. Encourage health 6. Engage in more creative thought

  17. Effects of Various Human Resource Practices on Reducing Absenteeism Method# of StudiesEffect Well Pay (unused sick leave) 4 High Flextime 10 High Compressed work schedules 5 Medium Discipline 12 Medium Recognition 6 Medium Health wellness programs 6 Low Other financial incentives (bonus) 7 Low Games 6 Low Profit sharing/employee ownership 1 ??? (+) Team/group reward systems ?? ??? PTOs, time-off banks ?? ???

  18. Effects of Various Human Resource Practices on Reducing Absenteeism: HR Professionals Method % of Companies Effectiveness Rating using (1-5 very effective) Well Pay (Buy back unused sick leave) 53 3.4 Verification of illness 74 3.2 No-fault 59 2.9 Disciplinary action 89 3.4 Personal recognition 57 2.6 Part of yearly performance review 82 2.9 Bonus 51 3.3 Paid-leave banks (PTO) * 60 3.6 *PTO may not decrease absenteeism, just make it more planned.

  19. PRACTICAL STRATEGIES FORREDUCING ABSENTEEISM 1. Increase job satisfaction/autonomy via a. Job redesign c. Decreased stress b. Supervision d. Flexible schedules 2. Use motivation strategies more frequently and creatively a. Operant conditioning b. Goal setting 3. Use work group dynamics a. Small groups b. Promote attendance norm; tie to rewards?

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