Title

The Implications of Positive Psychological Capital on Employee Absenteeism

Authors

James B. Avey, University of Nebraska-LincolnFollow
Jaime L. Patera, University of Nebraska-Lincoln
Bradley J. West, University of Nebraska-Lincoln

Document Type

Article

Department or Administrative Unit

Management

Publication Date

2006

Abstract

Drawing from positive psychology and positive organizational behavior (Luthans, 2002_a, 2002_b) this study utilized a field study in a high tech manufacturing firm to demonstrate how positive psychological capital reduces levels of both involuntary and voluntary absenteeism. Previous studies setting out to determine job attitude antecedents of absenteeism have been generally disappointing and account for only small levels of variance. In addition, with few exceptions conceptualization of absenteeism has been uni-dimensional despite calls by previous researchers to consider the significant differences in semantic networks of voluntary and involuntary absenteeism as separate metrics. We make this dual dimension distinction and show how previous antecedents of absenteeism contribute to one dimension more than the other. The utility of the study findings conclude the article.

Comments

This article was originally published in Journal of Leadership & Organizational Studies. The full-text article from the publisher can be found here.

Due to copyright restrictions, this article is not available for free download from ScholarWorks @ CWU.

Recommended Citation

Avey, J. B., Patera, J. L., & West, B. J. (2006). The implications of positive psychological capital on employee absenteeism. Journal of Leadership & Organizational Studies, 13(2), 42–60. https://doi.org/10.1177/10717919070130020401

Journal

Journal of Leadership and Organizational Studies