Group 2: Absenteeism (which is actually Group 1 in a cunning disguise) Melissa Horwich, Isha Kakkar, Christopher Morris, Phuong Nguyen, Sunny Nguyen

Presenter: Isha Kakkar National Cultures, Performance Appraisal Practices, and Organizational Absenteeism and Turnover: A Study Across 21 Countries Presenter: Isha Kakkar

Key Terms Performance appraisal Societal cultural practices Absenteeism

􏰖

Focus To determine should companies consider societal cultural practices when designing their performance appraisal methods? How does the integration of the societal cultural practices influence employee absenteeism and turnover in these organizations?

Results Study variables and how they link to each other There is positive correlation between them. Covariates like technology and services could influence the outcome and, as a result, the author controlled them. The methods for the research include survey, sampling, and observation

Take home message HR should use such knowledge helps in explaining the issues of turnover and absenteeism in these organizations. Use culturally acceptable practices in appraising the performance for their institute Modern organization should consider cultural practices

Presenter: Melissa Horwich The Impact of Social Context on the Relationship Between Individual Job Satisfaction and Absenteeism: The Roles of Different Foci of Job Satisfaction and Work-Unit Absenteeism Presenter: Melissa Horwich

Key Terms Externally focused job satisfaction Internally focused job satisfaction Mean levels Dispersion levels

Method: The Sample German health-care workers Final sample size: 412 63 work units with one supervisor Average age: 39.5 years Tenure: 0-35 years 88% women All completed junior high school

Measures about the Individual Externally focused job satisfaction: Working conditions Organization and Management Career opportunities Internally focused job satisfaction: Satisfaction with work-unit colleagues Satisfaction with work-unit supervisor

Measures of absenteeism in the work-unit 6 months prior and 6 months after survey Voluntary days off Does not include more than three consecutive work days

Take home message HR should determine mean and dispersion levels of the work units. If high for both: Clear policy detailing expected absentee levels Feedback and compensation Team bonding exercises/outings If low for both: Work on integrating outliers into the group

Presenter: Christopher Morris Hostile Climate, Abusive Supervision, and Employee Coping: Does Conscientiousness Matter? Presenter: Christopher Morris

Key Terms Conscientiousness Abusive Supervision Hostile Work Environment

Focus Does supervisor conscientiousness act as a buffer against a hostile work environment? Does employee conscientiousness affect how the employee responds to abusive supervision?

Methods 221 upper level, undergraduate management course students and their supervisors Must work at least 20 hours per week and be under supervisor for 6 months Employee and supervisor each fill out survey on computer

Results

Results

Takeaways Be proactive in the fight against managers with low conscientiousness Establish the culture early

Presenter: Sunny Nguyen Aversive Workplace conditions and Absenteeism: Taking Group Norms and Supervisor Support Into Account Presenter: Sunny Nguyen

Key Terms Job Hazard Group Norm Absenteeism

Focus The relationship between job hazard, absenteeism, group norms, and supervisor support.

Method and Measures Surveyed 626 employees Absenteeism Perceived Job Hazards Absence Norms

Results Low Supervisor Support Individual High Absence Group Norm Increase In Overall Absenteeism High Perceived Job Hazards -less permissive +more permissive

Results High Supervisor Support Decrease In Overall Absenteeism Individual Low Absence Group Norm Decrease In Overall Absenteeism Perceived Job Hazards

Take-Home Message Provide necessary resources and training that encourages upper management to build a supportive-supervisor employee relation system. HR should create a policy where employees give upward feedback to supervisors or give an anonymous 360 feedback.

Presenter: Phuong Nguyen Responses to Discrimination: Relationships between Core Self- Evaluations, Social Support Seeking & Withdrawal Behaviors Presenter: Phuong Nguyen

Key Terms: Core Self-Evaluations: * 4 specific traits: Self-esteem Generalized Self-Efficacy Locus Control Emotional Stability

Focuses: How social support effects on withdrawal behaviors The relationship between core self-evaluation, social support and withdrawal behaviors

Social Supporting

Core Self-Evaluation

Relationship between CSE, Social Support & Withdrawal Behaviors

Take Home Messages Select High Core Self-Evaluations employee (CSE) CSE questionnaire Performance test Background check

Take Home Messages (cont.) Social Support Environment Company outgoing event Company social event Group Activities Mentor

Group Take Home Message Recruitment Select High Score CSE employees Policies Team Building Feedback Compensation Separation Business and Multinational cultural practices Eventually weed out those who are not reducing Performance reviews Group outings Base off new policies and Mentorship Supervisor Feedback feedback systems their personal absenteeism Attendance

Q&A