The Implications of Positive Psychological Capital on Employee Absenteeism

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Department or Administrative Unit


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Drawing from positive psychology and positive organizational behavior (Luthans, 2002a, 2002b) 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.


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

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Journal of Leadership and Organizational Studies