Reducing Absenteeism and Rescheduling Among Grocery Store Employees With Point-Contingent Rewards

The purpose of this research was to evaluate a reward program designed to reduce absenteeism among staff (N = 38) at a grocery store. The intervention included public feedback and a credit reward system whereby participants got store dollars for attendance and authorized rescheduling of work assignments. Results showed that absenteeism decreased from a group mean of 8 shifts missed per week during baseline to 4.25 shifts missed per week during the intervention before increasing to 6.75 shifts missed per week during the reversal phase. The mean total rescheduling occurrences were reduced from a baseline average of 19.83 per week to 9.25 per week during the intervention and returned to 22.25 per week during the reversal. Employees were also less likely to leave early during the intervention period.     

A Case Study Examining the Effectiveness and Cost of Incentive Programs to Reduce Staff Absenteeism in a Preschool

Most employers provide some number of paid sick leave days for their employees. If employees use their sick leave days by calling in sick on days they are feeling well, productivity (in terms of either goods or services) may be reduced. In this study, conducted at a preschool, productivity was defined as the number of children enrolled each month. In baseline, the 13 full-time employees were absent 4% of the time and 75 children were enrolled. The effectiveness and cost of two voluntary incentive programs designed to reduce employee absenteeism were examined for 4-½ years in a single case experimental design. The absenteeism of employees who volunteered to participate in the incentive program was .7% and overall absenteeism during the incentive programs was 2-½% while costs remained constant. Twenty-six percent more children were served. Employees preferred monetary to non-monetary incentives.     

Approaching Error-Free Customer Satisfaction Through Process Change and Feedback Systems

Employee-based errors result in quality defects that can often impact customer satisfaction. This study examined the effects of a process change and feedback system intervention on error rates of 3 teams of retail furniture distribution warehouse workers. Archival records of error codes were analyzed and aggregated as the measure of quality. The intervention consisted of a process change where teams of 5 employees who had previously been assigned a specific role within the process were cross-trained to know and help with other team members' functions. Additionally, these teams were given performance feedback on an immediate, daily, and weekly basis. Team A reduced mean errors from 7.47 errors per week during baseline to 3.53 errors per week during the intervention phase. Team B experienced a reduction in mean number of weekly errors from a baseline of 11.39 errors per week to 3.82 errors per week during the intervention phase. Team C did not experience significant error rate reduction.     

The relationship between transformational leadership and follower sickness absence: the role of presenteeism

The impact of transformational leaders on employee health and well-being has received much attention. Less research has focused on the relationships between transformational leaders and followers’ sickness absenteeism. Transformational leaders promote a group climate that may lead to absenteeism, especially among vulnerable employees (those with high levels of presenteeism). In the present study we examined the relationships between presenteeism, group-level transformational leadership and sickness absence rates in a three-year longitudinal study of postal workers and their leaders in Denmark (N?=?155). Group-level transformational leadership in year 1 predicted sickness absenteeism in year 2, but not in year 3. In examining conditions under which transformational leadership may be linked to higher levels of sickness absenteeism, we found that presenteeism in year 1 moderated the link between transformational leadership in year 1 and sickness absenteeism in year 3, such that followers working in groups with a transformational leader and who were high in presenteeism reported higher levels of sickness absenteeism. Our results suggest a complex picture of the relationship between transformational leadership and sickness absenteeism; transformational leaders may promote self-sacrifice of vulnerable followers by leading them to go to work while ill, leading to increased risks of sickness absence in the long term.     

Health and well-being of older workers: comparing their associations with effort–reward imbalance and Pressure,Disorganisation and Regulatory Failure

Work organisation has well-established associations with health. This study compares the associations of Pressure, Disorganisation and Regulatory Failure (PDR) and effort–reward imbalance (ERI) with health and well-being among older workers. Participants were 714 Australian workers aged 45–65 (56.3% female), with a mean age of 54.6 years (SD = 5.0) and a mean of 34.7 working hours per week (SD = 13.9). Hierarchical regression analyses tested the strengths of the associations of both ERI and PDR with work–life conflict and mental health. Independent variables were entered in blocks: demographic characteristics (age and gender), working hours and then ERI or PDR (measured using the four subscales: financial pressure, reward pressure, disorganisation and regulatory failure). Compared to ERI, the PDR subscales collectively accounted for slightly less variance in work–life conflict and slightly more variance in mental health. The PDR subscales also accounted for extra variance in both dependent variables when ERI was included in the model. These findings indicate that PDR is a promising construct that includes elements of work organisation not addressed by ERI.     

Muscle pain and coping with working life in Norway: A review

ABSTRACT

Talking about work during leisure time is an important part of employees’ daily life and represents a behavioural pathway connecting work and home. However, past research has not paid much attention to this phenomenon of sharing work experiences during after-work hours, its possible antecedents and consequences. In the present study, we examine how interpersonal work experiences (i.e. social conflicts and perceived prosocial impact) are associated with work-related conversations during after-work hours, and how work-related conversations, in turn, are associated with affect at bedtime and in the next morning. A daily diary study with three measurement occasions per day over five consecutive workdays (N?=?144 employees) showed that negative work-related conversations during after-work hours were directly related to negative affect at bedtime and indirectly related to negative affect in the next morning. Positive work-related conversations were directly related to positive affect in the next morning. Moreover, perceived prosocial impact and positive work-related conversations during after work hours were negatively related to negative affect at bedtime. Our results suggest that employees actively shape their work-home boundaries by talking about work during after-work hours which show both beneficial and harmful associations with subsequent affective states.     

A MIXED-CONSEQUENCE SYSTEM FOR REDUCING OVERTIME AND UNSCHEDULED ABSENCES

A distinction is made between a single-consequence control system, which reinforces or punishes, and a mixed-consequence control system, which utilizes both reinforcers and punishers. Research on the use of single-consequence systems to control absenteeism indicates that the results have been generally positive, but unimpressive. The present study reports the outcome of a mixed-consequence system that incorporated both reinforcers and punishers to control the incidence of overtime and unscheduled absences in a medical center. The mixed consequence system resulted in: (a) a reduction of 54% in average annual overtime hours; (b) an arrest of the sharp upward trend in the costs of paid sick leave; and (c) employee satisfaction with the new program. A benefit analysis of these changes in absences indicated a substantial monetary benefit to the organization. The use of a mixed- consequence system was considered the critical aspect of the intervention.     

Use of the Performance Diagnostic Checklist to Select an Intervention Designed to Increase the Offering of Promotional Stamps at Two Sites of a Restaurant Franchise

Abstract

The performance diagnostic checklist (PDC) was administered to examine the variables influencing the offering of promotional stamps by employees at two sites of a restaurant franchise. PDC results suggested that a lack of appropriate antecedents, equipment and processes, and consequences were responsible for the deficits. Based on these results, an intervention consisting of task clarification, self-monitoring, equipment modification, goal setting, and graphic feedback was implemented and evaluated with a multiple baseline design across settings. The results for restaurant 1 yielded baseline and intervention means of 25% and 72%, respectively. The results for restaurant 2 yielded baseline and intervention means of 11% and 80%, respectively. Overall, these results suggest that the PDC is a useful tool for guiding intervention selection for performance deficits which occur across more than one site.     

Functional Assessment and Intervention for Organizational Behavior Change: Improving the Timeliness of Staff Meetings at a Human Services Organization

We implemented functional behavioral assessment (FBA) at a human services organization to reduce the tardiness of scheduled staff meetings. Following baseline, FBA focused on antecedent and consequence conditions that affected staff arriving on time to scheduled meetings. These data were subsequently presented at a staff meeting in which staff planned an intervention to improve the timeliness of meetings. The intervention, composed of premeeting reminders, positive reinforcement for arriving on time, and meeting termination criteria (to facilitate meeting-to-meeting transitions), was implemented in a multiple baseline design across 3 types of meetings. As a result of the intervention, the number of minutes late that meetings started decreased. We discuss FBA within organizational behavior management that targets performance improvement objectives.     

The Use of the Performance Diagnostic Checklist to Guide Intervention Selection in an Independently Owned Coffee Shop

Abstract

The utility of the Performance Diagnostic Checklist (PDC) (Austin, 2000) as an assessment tool to design an intervention for increasing maintenance tasks in an independently owned coffee shop was examined. The PDC, which was administered to four employees, identified a lack of appropriate antecedents and consequences as areas in need of intervention. Based on the results of the PDC, task clarification and a lottery were implemented in a multiple baseline across tasks design to increase employees' completion of maintenance tasks. The results for task group 1 yielded baseline and intervention means of 44% and 86%, respectively. The results for task group 2 yielded baseline and intervention means of 32% and 67%, respectively. A social validity measure indicated that employees thought that the appearance of the shop had improved, believed the changes helped to improve customer satisfaction, and claimed that the new procedures made their job easier. Overall, results suggest that the PDC can be an effective assessment tool for identifying and subsequently targeting specific areas of improvement within an organization.     

The Effects of a Combined Goal Setting,Feedback and Incentive Intervention on Job Performance in a Manufacturing Environment

Abstract

Baked anodes are used in finished aluminum production. Employees of a large multinational aluminum smelter were responsible for the production of more than 3500 baked anodes per week. During a 74 week long baseline (A) condition, production of unusable anodes exceeded 300 per week or 8.6 percent of their nominal 3500 anode production requirement. A problem analysis suggested that this high rate of defective anodes might have been due to weak antecedents, inefficient work procedures and weak performance contingencies. An intervention package that included a combination of goal setting, performance feedback, and tangible rewards was designed to strengthen antecedents and consequences of job performance. A performance feedback system was introduced with and remained constant across the three types of performance contingent rewards and three successively higher goal levels. The three reward and goal combinations were introduced to “strengthen” antecedents and performance contingencies within an A-B1-B2-B3-A with reversal to baseline conditions design. Anode reject rates were lower (better performance) during the three intervention phases compared to both the pre- and post-intervention baseline phase data. A dramatic performance improvement (lowered rate of rejects) was observed during the B3 phase that included the highest performance goal. These data demonstrate that a treatment combination of specific goal setting, feedback and tangible rewards can “strengthen” antecedents and performance contingencies resulting in improved objective performance in a manufacturing environment.     

Time‐Staged Overtime Staffing for Services with Updated Forecasts and Availabilities

This article develops a framework for staffing in a service environment when multiple opportunities exist for prescheduling overtime prior to the start of a shift. Demand forecasts improve as the shift approaches, while the availability of workers to be scheduled for overtime decreases. First, a single‐shift model is developed and used in computational studies to evaluate the benefits of time‐staged overtime staffing, which include slightly lower costs and significant reductions in unscheduled overtime and outside agents. A multishift model is then developed to consider constraints on consecutive hours worked and minimum rest intervals between shifts. A multishift computational study shows how the benefits of time‐staged overtime staffing depend on problem characteristics when interactions between shifts are considered. The article discusses how single‐shift and multishift models relate to each other and alternative ways the models may be used in practice, including decentralized open shift management and centralized overtime scheduling.     

Demanding work schedules and mental health in nursing assistants working in nursing homes

Nursing home assistants have physically and emotionally challenging jobs, and they often work demanding schedules in order to provide 24-h care. While the physical effects of demanding work schedules have been studied, little is known about the impact on mental health. This study explored the relationship between demanding scheduling variables and mental health indicators of depression, anxiety and somatization. A cross-section of 473 US female nursing assistants working in nursing homes was surveyed. Work schedule characteristics included shiftwork, hours per day and week, days per week, number of weekends per month, number of double shifts per month, breaks, and number of jobs worked. Working two or more double-shifts per month was associated with increased risk for all mental health indicators, and working 6-7 days per week was associated with depression and somatization. There was a trend for increasing odds of adverse mental health with increased numbers of demanding work schedule factors. The odds of depression was increased four-fold when working 50+ h/week, more than two weekends/month and more than two double shifts/month. Providing work schedules that are less unhealthy may have implications for both worker retention and the quality of care delivered to nursing home residents.     

Demanding work schedules and mental health in nursing assistants working in nursing homes

Nursing home assistants have physically and emotionally challenging jobs, and they often work demanding schedules in order to provide 24-h care. While the physical effects of demanding work schedules have been studied, little is known about the impact on mental health. This study explored the relationship between demanding scheduling variables and mental health indicators of depression, anxiety and somatization. A cross-section of 473 US female nursing assistants working in nursing homes was surveyed. Work schedule characteristics included shiftwork, hours per day and week, days per week, number of weekends per month, number of double shifts per month, breaks, and number of jobs worked. Working two or more double-shifts per month was associated with increased risk for all mental health indicators, and working 6–7 days per week was associated with depression and somatization. There was a trend for increasing odds of adverse mental health with increased numbers of demanding work schedule factors. The odds of depression was increased four-fold when working 50+ h/week, more than two weekends/month and more than two double shifts/month. Providing work schedules that are less unhealthy may have implications for both worker retention and the quality of care delivered to nursing home residents.     

Daily perceptions of relationship quality with leaders: implications for follower well-being

ABSTRACT

We examined how a key relationship at work, an employee’s relationship with their leader, affects employee daily well-being. In a study of 129 employees across a variety of industries, we examined how follower perceptions of their daily leader–member exchange (LMX) quality across a workweek influenced their well-being (n?=?468 observations). Results provided general support for our hypotheses. Specifically, we found that on days when employees perceived a higher quality LMX relationship with their leader, they were more likely to report a sense of belongingness, which was then positively associated with daily reports of vigor and negatively associated with emotional exhaustion. Lagged analyses showed that perceptions of LMX quality were also negatively associated with reports of emotional exhaustion the following workday suggesting that these effects may persist over time. Finally, we found that day-to-day variation in reports of LMX quality attenuated the beneficial effects of LMX on relatedness and vigor supporting our hypothesis that uncertainty related to resource availability may contribute to a threat mindset focused on resource conservation rather than engagement. Implications and future research on leadership and employee well-being are discussed.     

Do Teleworkers Possess Higher Levels of Public Service Motivation?

A survey conducted on U.S. federal government employees was analyzed, and the results indicate that federal workers who telecommuted frequently (i.e., those teleworking 4 to 5 days a week) reported higher levels of PSM than federal workers who did not telecommute frequently. The results also revealed that frequent teleworkers reported higher levels of PSM than employees teleworking less than 1 day a week and employees teleworking 1 day a week. However, frequent teleworkers were not found to report higher levels of PSM than employees teleworking 2 to 3 days a week.     

Work absence as a function of a national traumatic event: the case of Prime Minister Rabin's assassination

Most research on absenteeism has focused on the effects of individual and work-related factors, to the exclusion of the effects of societal and political events external to the individual and his/her specific work conditions. The purpose of this study was to investigate the relationship between the emotional reaction to the assassination of Prime Minister Rabin in Israel and work absenteeism during the period following the assassination. It was hypothesized that: (1) emotional reaction is positively related to absenteeism; (2) this relationship is stronger among female employees than among male employees; and (3) this relationship is stronger for individuals who are pessimistic about the future as opposed to those who are optimistic. These hypotheses were supported by data collected from a random sample of 199 working adults.     

Work absence as a function of a national traumatic event: The case of Prime Minister Rabin's assassination

Most research on absenteeism has focused on the effects of individual and work-related factors, to the exclusion of the effects of societal and political events external to the individual and his/her specific work conditions. The purpose of this study was to investigate the relationship between the emotional reaction to the assassination of Prime Minister Rabin in Israel and work absenteeism during the period following the assassination. It was hypothesized that: (1) emotional reaction is positively related to absenteeism; (2) this relationship is stronger among female employees than among male employees; and (3) this relationship is stronger for individuals who are pessimistic about the future as opposed to those who are optimistic. These hypotheses were supported by data collected from a random sample of 199 working adults.     

An optimal set-up policy for control charts

A model of a production process, using an unscheduled set-up policy and utilizing fraction-defective control charts to control current production is developed taking into consideration all the costs; namely cost of sampling, cost of not detecting a change in the process, cost of a false indication of change, and the cost of re-adjusting detected changes. The model is based on the concept of the expected time between detection of changes calling for set-ups. It is shown that the combination of unscheduled set-ups and control charts can be utilized in an optimal way if those combinations of sample size, sampling interval and extent of control limits from process average will be used that provide the minimum expected total cost per unit of time. The costs when a production process with unscheduled set-up is controlled by using the appropriate optimal control charts is compared to the cost of a production process using scheduled set-ups at optimum intervals in conjunction with its appropriate control charts. This comparison indicates the criteria for selecting production processes with scheduled set-ups using optimal set-up intervals over unscheduled set-ups. Suggestions are made to evaluate the optimal process set-up strategy and the accompanying decision parameters, for any specific cost data, by use of computer enumeration.     

Translating cross-lagged effects into incidence rates and risk ratios: The case of psychosocial safety climate and depression

Longitudinal studies are the gold standard of empirical work and stress research whenever experiments are not plausible. Frequently, scales are used to assess risk factors and their consequences, and cross-lagged effects are estimated to determine possible risks. Methods to translate cross-lagged effects into risk ratios to facilitate risk assessment do not yet exist, which creates a divide between psychological and epidemiological work stress research. The aim of the present paper is to demonstrate how cross-lagged effects can be used to assess the risk ratio of different levels of psychosocial safety climate (PSC) in organisations, an important psychosocial risk for the development of depression. We used available longitudinal evidence from the Australian Workplace Barometer (N?=?1905) to estimate cross-lagged effects of PSC on depression. We applied continuous time modelling to obtain time-scalable cross effects. These were further investigated in a 4-year Monte Carlo simulation, which translated them into 4-year incident rates. Incident rates were determined by relying on clinically relevant 2-year periods of depression. We suggest a critical value of PSC?=?26 (corresponding to ?1.4 SD), which is indicative of more than 100% increased incidents of persistent depressive disorder in 4-year periods compared to average levels of PSC across 4 years.