The interactive effect of team and manager absence on employee absence: A multilevel field study

Angus J. Duff, Mark Podolsky, Michal Biron, Christopher C.A. Chan

Research output: Contribution to journalArticlepeer-review


Although it is commonly assumed that manager and team absence levels have a significant impact on an individuals' absence level, research has yet to simultaneously test the effect of these sources, as well their interactive effect on employee absence behaviour. Using archival attendance records for 955 employees, grouped in 79 teams, and the absence records of their respective managers from a large professional services organization, this study considers absence behaviour through the lens and social learning theory and social information processing theory to suggest that absence norms are socially constructed based on social influences of the absence pattern of one's team and manager. Through the use of hierarchical linear modelling to account for group-level influences on absence behaviour, findings suggest that team-level absence exerts a greater influence on employee absence than manager absence and that manager absence exerts a moderating influence on this relationship. Implications for attendance management as well as future research are considered.

Original languageEnglish
Pages (from-to)61-79
Number of pages19
JournalJournal of Occupational and Organizational Psychology
Issue number1
StatePublished - 1 Mar 2015

Bibliographical note

Publisher Copyright:
© 2014 The British Psychological Society.


  • Absence culture
  • Absenteeism
  • Cross-level
  • Leadership
  • Teams

ASJC Scopus subject areas

  • Applied Psychology
  • Organizational Behavior and Human Resource Management


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