Regardless of the job market situation, there is always a certain level of voluntary employee withdrawal - lateness, absence, avoidance of work, undue socializing - that affects the well being of the organization. This volume explores the various manifestations of employee withdrawal, how they may be assessed, and identifies relevant antecedents and moderators, attitudinal as well as behavioral. The authors have focused on issues such as national culture and perceptions of absence legitimacy, components of voluntary employee turnover, the role of performance management process in employee withdrawal behavior, and current controversies concerning the withdrawal phenomenon. In addition, some creative perspectives on changing information technology, the taxonomy of lateness behavior, and the association between smoking and absenteeism are offered.
1 Antecedents of Employee Lateness: A Multiple-Level Model.- 2 National Culture and Perceptions of Absence Legitimacy.- 3 The Many Faces of Voluntary Employee Turnover: A Multifacet and Multilevel Perspective.- 4 Employee Withdrawal Behavior: Role of the Performance Management Process.- 5 Meaning and Measurement of Work Role Withdrawal: Current Controversies and Future Fallout from Changing Information Technology.- 6 Developing and Testing a Taxonomy of Lateness Behavior.- 7 New Conceptualizations of Lateness since Blau, 1994.- 8 Smoking and Absence from Work: A Quantitative Review.- 9 Job Involvement and Absence: The Role of Constraints as Moderators.- 10 The Timing of Thinking about Quitting: The Effect on Job Attitudes and Behaviors.
