An application of an extended effort-reward imbalance model to police absenteeism behaviour

Allisey, Amanda, Rodwell, John and Noblet, Andrew 2016, An application of an extended effort-reward imbalance model to police absenteeism behaviour, Personnel review, vol. 45, no. 4, pp. 663-680, doi: 10.1108/PR-06-2014-0125.

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Title An application of an extended effort-reward imbalance model to police absenteeism behaviour
Author(s) Allisey, Amanda
Rodwell, John
Noblet, AndrewORCID iD for Noblet, Andrew orcid.org/0000-0002-3498-6838
Journal name Personnel review
Volume number 45
Issue number 4
Start page 663
End page 680
Total pages 18
Publisher Emerald Group Publishing
Place of publication Bingley, Eng.
Publication date 2016-06-06
ISSN 0048-3486
Keyword(s) Public sector
Absenteeism
Stress
Quantitative
Human resource management (HRM)
job characteristics
reward
Summary Purpose – Frequent absences from work can be highly disruptive, whilst also potentially indicating problematic working conditions that can lead to increased withdrawal behaviour. The purpose of this paper is to test the predictive capability of an expanded effort-reward imbalance model on employee absenteeism within the context of policing.

Design/methodology/approach – Three separate reward systems are identified by the effort-reward imbalance model. In this study, the authors assessed these individual components for their contribution to officer withdrawal behaviour in the form of absenteeism frequency. Data were gathered from a sample of operational officers (n=553) within a large Australian police agency.

Findings – Findings indicate that there was a strong influence of social rewards such as social support and recognition in the workplace on officer absenteeism rates. Low workload was associated with a higher frequency of absenteeism suggesting a potential underloading effect. There were a number of significant interactions providing support for the effort-reward imbalance mechanism and the separation of the reward construct. Security rewards were particularly influential and significantly moderated the relationship between effort and absenteeism.

Research limitations/implications – Differential effects of occupational rewards were identified in the study, indicating that there are significant opportunities for expansion of the effort-reward imbalance model along with opportunities for HRM practitioners in terms of employee recognition and remuneration programmes. This research was focused on a specific sample of operational officers, therefore should be expanded to include multiple occupational groups.

Originality/value – This paper considers and expanded model of worker strain and contributes a longitudinal assessment of the association between perceived effort and reward systems and worker absenteeism.
Language eng
DOI 10.1108/PR-06-2014-0125
Field of Research 1503 Business And Management
1701 Psychology
Socio Economic Objective 910405 Public Sector Productivity
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2016, Emerald Group Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30083771

Document type: Journal Article
Collections: Faculty of Business and Law
Department of Management
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