Absenteeism among hospital nurses: an idiographic-longitudinal analysis

Article Abstract:

For several months, nurses completed ratings of the degree to which certain events relevant to absence were present during each of their scheduled workdays. The event ratings for days when the nurses decided to be absent were then compared with those for days when the nurses attended. As expected, certain events, such as ill health and tiredness, tended to covary and proved to be consistently related to absenteeism across nurses. Also as expected, some events that were not especially relevant for the nurses as a whole, like having a sick family member or friend and concerns about previous poor attendance, nonetheless emerged as being relevant to the absence behavior of certain individuals. Finally, some events were consistently related to the nurses' expressed desire to be absent but not to actual absences. We discuss these differences from two perspectives, one emphasizing the role of attribution bias and the other, a two-stage process in which such bias has no major role. (Reprinted by permission of the publisher.)

Nurses, Employment, Worker absenteeism, Absenteeism (Labor)

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Tactics of implementation

Article Abstract:

Tactics of implementation play an important role when managers need to introduce changes in an organization. There are four ways of introducing a change: the persuasion tactic, the participation tactic, implementation by edict, and the intervention tactic. In a study using 91 cases, a framework based on transactions and paths found that the intervention tactic was 100 percent effective. This tactic was followed by the participation tactic and the persuasion tactic, in terms of success, and these two latter approaches were also found to be used more frequently. The least efficient was the edict tactic in which change is dictated from the top with minimal persuasion and no input from employees. Each of these tactics is discussed and described, especially the intervention tactic, which is recommended by the study.

Employee morale

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Evolving interpretations as a change unfolds: how managers construe key organizational events

Article Abstract:

The purpose of this research was to develop a model of how managers construe organizational events as a change unfolds. The model, built from in-depth interviews with 40 managers, suggests that interpretation of key events unfolds in four stages - anticipation, confirmation, culmination, and aftermath - linked to the process of change. The construed reality and interpretive tasks at each stage as well as the triggers that impel managers to move from one stage to another are described. Implications for organizational research and the management of change are discussed. (Reprinted by permission of the publisher.)

Analysis, Management research

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