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Staff's conclusion about absenteeism in the workplace.

Staff's conclusion about absenteeism in the workplace.

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... majority of management considered absenteeism as costly and negatively affecting the productivity of the organisation. However, only about half of the total management indicated absenteeism as a serious concern in the workplace while less than half of staff considered an absence as an issue of concern for the Wa Municipal Education Office of the Ghana Education Service. It was therefore revealed that the problem of staff absenteeism was of grave concern to both management and staff of the Wa Municipal Education office of the Ghana Edu- cation Service. The study found that 87% of management agreed that absentee- ism is costly for the organisation (Figure 1). The 83% of management agreed that absenteeism negatively affects output (Figure 2). Moreover, 53% of management noted absenteeism as a serious con- cern in the workplace (Figure 3). Besides, 44% of staff considered absenteeism as a serious issue in the workplace (Figure ...

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... However, these causative factors vary with individuals, workgroups, workplaces, industries and societies; not every factor has a significant influence in every case (Kim et al., 2017;Bélanger, Edwards & Haiven, 2020). Studies shown that individual behaviours and organisational factors contribute to absenteeism in the workplace (Kristman et al, 2016;Salih, 2018). Individual and lifestyle factors include stress, illness, depression, personal belief in the legitimacy of absent-taking, alcohol or drug abuse, diet, lack of relaxation and exercise, non-scheduled routine activities, sleep deprivation and external responsibilities or personal problems outside of the workplace (Salih, 2018). ...
... Studies shown that individual behaviours and organisational factors contribute to absenteeism in the workplace (Kristman et al, 2016;Salih, 2018). Individual and lifestyle factors include stress, illness, depression, personal belief in the legitimacy of absent-taking, alcohol or drug abuse, diet, lack of relaxation and exercise, non-scheduled routine activities, sleep deprivation and external responsibilities or personal problems outside of the workplace (Salih, 2018). Organisational factors include no policies on absence management, workgroup or department absence culture, lack of motivation, lack of supportive work-life programs, distance from work or transport difficulties, job dissatisfaction, staff bullying or conflicts, excessive workload, nature of work, lack of job-person-fit, increased working hours or overtime and lack of co-worker or supervisory support (Kristman et al, 2016;Bosch et al., 2016). ...
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Purpose This paper aims to investigate the relationship between job satisfaction and distributive justice on employee perceptions of absence legitimacy. This paper also examined the moderating effects of turnover intentions on the relevant relationships. Design/methodology/approach The authors used convenience sampling to collect data from 298 employees working in private and public sector organizations in the manufacturing and service sectors in Ghana. Drawing on institutional theory, this study investigates the effects of employee perceptions of the legitimacy of absenteeism on their attitudes toward their job and pay. Structural equation modeling was used to test the direct and moderation effects. Findings Job satisfaction and perceived distributive justice were found to be significantly related to the absence of legitimacy. Additionally, turnover intentions moderated the relationship between job satisfaction and absence legitimacy; however, unexpectedly, this was associated only marginally with distributive justice. Research limitations/implications The main limitation of this study was that it was cross-sectional, but the analysis did not show a common method bias. This study was conducted in a developing country where valid and accurate absence data are non-existent. The hypotheses were supported. When employees felt a sense of inequity and were dissatisfied with their jobs, they were likely to perceive absenteeism as legitimate behavior. These relationships were more pronounced when employees intended to leave their organizations. Practical implications From a practical standpoint, as employees are likely to engage in absenteeism as a means to reduce their perceptions of imbalance and because absenteeism is a costly behavior, it would be in the employer’s best interest to mitigate these high costs. It behooves employers to comprehend the factors that lead to the legitimization of absences. Doing so, they would be able to implement attendance management systems and strategies that would delegitimize some of these factors, thus improving attendance and potentially increasing productivity and job satisfaction and reducing turnover intentions. Originality/value This study contributes to absenteeism research because, unlike most studies in the area, it examined employee cognitions of the behavior. Such cognitions should provide insights into how employee perceptions of the legitimacy of absences would affect attitudinal variables such as job satisfaction, feelings of equity and turnover intentions. Moreover, even though the study was conducted in Ghana, absence legitimacy can be investigated in different settings at different levels of analysis. This is because it is free from contamination such as, dissimilar absence reporting systems within and across organizations and nations that affect the validity and accuracy of absence data.