Susan R. Rhodes

Major Influences on Employee Attendance: A Process Model.

Abstract : Based on a review of 104 empirical studies, this paper presents a model of employee attendance in work organizations. It is suggested, based on the literature, that attendance is directly influenced by two primary factors: (a) attendance motivation; and (b) ability to come to work. Attendance motivation, in turn, is largely influenced by: (a) satisfaction with the job situation; and (b) various internal and external pressures to attend. The model attempts to account for both voluntary and involuntary absenteeism. Moreover, the model argues against earlier assertions that absenteeism is principally caused by job dissatisfaction and that absenteeism and turnover share common roots. Available literature is largely consistent with the model but not sufficient to validate it. Hence, the model is proposed here to stimulate and guide further systematic efforts to study attendance behavior. (Author)

Conventional vs. Worker-Owned Organizations

Based on a sample of worker-owners in a producer cooperative and employees in a conventional organization, this study empirically tests portions of a theoretical model explaining the relationship between worker ownership and control and work attitudes and behaviors. According to the model, worker-owners in the cooperative are hypothesized to have higher perceptions of particiption in decision-making, pay equity, performance-reward contingencies, and group work norms than are employees in the conventional organization. These perceptions, in turn, are expected to lead to an increased commitment to the organization and lower levels of absenteeism, tardiness, accidents, grievances, and turnover. Results partially support the model with members of the cooperative being more committed to their organization, while at the same time having higher absenteeism and tardiness levels than employees in the conventional firm. Implications of results are presented, and directionsforfuture research are discussed.

Predictors of Turnover of Female Factory Workers.

Abstract This study examines predictors of turnover of female factory workers in a multivariate framework. Findings indicate that organizational, job, and personal characteristics are equally important in explaining turnover. Variables significantly related to turnover were tenure, cycle time, peer leadership, communication flow, training time, family income, and satisfaction with pay. The AID technique was demonstrated as a means of identifying interaction effects.

Intraorganizational and interorganizational job change: A discriminant analysis

Using March and Simons (1958) participation model as a framework, this study employs the 1973–77 Quality of Employment Survey panel data to compare the determinants of intraorganizational and interorganizational job change. Two discriminant functions were significant, the first distinguishing between intraorganizational changers and stayers and the second between interorganizational changers and stayers. Moreover, the variables that distinguished between intraorganizational changers and stayers were either different from or opposite in influence to those distinguishing between interorganizational changers and stayers.

Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

Based on a sample of factory workers, this field study examined correlates of employee lateness. The framework provided by Steers and Rhodes (1984) was used to identify variables related to voluntary and involuntary lateness. Both motivation and ability to be on time were found to be important determinants of lateness as well as joint moderators in explaining lateness. The negative job satisfaction-lateness relationship suggested that a proportion of lateness behavior represented a response to an aversive work environment.

Factor structure comparison of occupational needs and reinforcers

Abstract The factor structures of the Minnesota Importance Questionnaire (MIQ) and the Minnesota Job Description Questionnaire (MJDQ) for a public school teacher sample ( n = 189) were investigated. For both instruments, a three-factor solution was extracted. For the MIQ, the factors were interpreted as autonomy-achievement, environmental reinforcement-aggrandizement, and safety. For the MJDQ, the factors were identified as reinforcement from self, reinforcement from environment/organization, and autonomy-security. Although there were similarities in the factors, completely parallel factor structures were not obtained.

Impression management messages and reactions to organizational reward allocations: The mediating influence of fairness and responsibility

In this scenario‐based experiment we examined the relationships among impression management messages, evaluations of reward allocations (fairness and responsibility) and reactions to rewards (anger, approval of manager and overall job satisfaction). The results suggest that impression management messages directly influence fairness and responsibility, and indirectly influence anger and approval. Specifically, justifications and enhancements increased evaluations of fairness, excuses decreased attributions of responsibility for unfair rewards, and entitling accounts increased attributions of responsibility for fair rewards. Also, justifications and enhancements indirectly decreased anger, increased approval, and increased job satisfaction through the mediating influence of fairness. Excuses and entitling accounts indirectly decreased anger and increased approval through the mediating influence of responsibility.