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

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

3. Key Terms Performance appraisal Societal cultural practices
Absenteeism

4. 􏰖

5. 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?

6. 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

7. 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

8. 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

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

11. 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

12. 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

13. 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

16. 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

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

18. Key Terms Conscientiousness Abusive Supervision
Hostile Work Environment

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

20. 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

21. Results

22. Results

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

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

25. Key Terms
Job Hazard
Group Norm
Absenteeism

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

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

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

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

30. 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.

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

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

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

34. Social Supporting

35. Core Self-Evaluation

36. Relationship between CSE, Social Support & Withdrawal Behaviors

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

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

39. 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

40. Q&A