Advanced Search

Journal Navigation

Journal Home

Subscriptions

Archive

Contact Us

Table of Contents

Click here to learn more

Click here to sign up for SAGE Journal Email Alerts today!

Sign In to gain access to subscriptions and/or personal tools.
Journal of Leadership & Organizational Studies
This Article
Right arrow Full Text (PDF)
Right arrow References
Right arrow Alert me when this article is cited
Right arrow Alert me if a correction is posted
Right arrow Citation Map
Services
Right arrow Email this article to a friend
Right arrow Similar articles in this journal
Right arrow Alert me to new issues of the journal
Right arrow Add to Saved Citations
Right arrow Download to citation manager
Right arrowRequest Permissions
Right arrow Request Reprints
Right arrow Add to My Marked Citations
Citing Articles
Right arrow Citing Articles via HighWire
Right arrow Citing Articles via Google Scholar
Right arrow Citing Articles via Scopus
Google Scholar
Right arrow Articles by Avey, J. B.
Right arrow Articles by West, B. J.
Right arrow Search for Related Content
Social Bookmarking
Add to CiteULike   Add to Complore   Add to Connotea   Add to Del.icio.us   Add to Digg   Add to Reddit   Add to Technorati   Add to Twitter  
What's this?

The Implications of Positive Psychological Capital on Employee Absenteeism

James B. Avey

University of Nebraska-Lincoln

Jaime L. Patera

University of Nebraska-Lincoln

Bradley J. West

University of Nebraska-Lincoln

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.

Journal of Leadership & Organizational Studies, Vol. 13, No. 2, 42-60 (2006)
DOI: 10.1177/10717919070130020401
Add to CiteULike CiteULike   Add to Complore Complore   Add to Connotea Connotea   Add to Del.icio.us Del.icio.us   Add to Digg Digg   Add to Reddit Reddit   Add to Technorati Technorati   Add to Twitter Twitter    What's this?


This article has been cited by other articles:


Home page
 Journal of Leadership and Organizational StudiesHome page
J. Gooty, M. Gavin, P. D. Johnson, M. L. Frazier, and D. B. Snow
In the Eyes of the Beholder: Transformational Leadership, Positive Psychological Capital, and Performance
Journal of Leadership and Organizational Studies, May 1, 2009; 15(4): 353 - 367.
[Abstract] [PDF]

Home page
 Journal of Applied Behavioral ScienceHome page
J. B. Avey, T. S. Wernsing, and F. Luthans
Can Positive Employees Help Positive Organizational Change? Impact of Psychological Capital and Emotions on Relevant Attitudes and Behaviors
Journal of Applied Behavioral Science, March 1, 2008; 44(1): 48 - 70.
[Abstract] [PDF]

Home page
 Journal of Management InquiryHome page
B. B. Caza and A. Caza
Positive Organizational Scholarship: A Critical Theory Perspective
Journal of Management Inquiry, March 1, 2008; 17(1): 21 - 33.
[Abstract] [PDF]