Abstract
Purpose
The purpose of this study was to examine how four perceived organizational values generally espoused by organizations pursuing excellence, denoting “control” (rationalization and quality) and “flexibility” (humanity and innovation), influence the positive relationship between burnout and absenteeism.
Design/Methodology/Approach
Data were collected from 358 workers of a large health and social services center in the public sector who completed a questionnaire and consented to their personal absence record being matched to the questionnaire responses.
Findings
The perceived organizational values denoting “flexibility” (humanity and innovation) exacerbate the positive relationship between burnout and absenteeism, while no support was found for the moderating effect of perceived organizational values denoting “control” (rationalization and quality) on this relationship.
Implications
This study informs leaders on the type of organizational culture that is more likely to encourage employees to take a leave of absence when experiencing burnout symptoms.
Originality/Value
Past research shows a positive association between burnout and absenteeism. Yet, showing up at work instead of staying home is a sick-role behavior often chosen by workers in the health-care sector where burnout is known to be prevalent. This study examines the role of potential factors that might moderate the strength of the positive relationship between burnout and absenteeism.
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This research project was made possible thanks to financial support from the Research Office of HEC Montreal.
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Jourdain, G., Chênevert, D. The Moderating Influence of Perceived Organizational Values on the Burnout-Absenteeism Relationship. J Bus Psychol 30, 177–191 (2015). https://doi.org/10.1007/s10869-014-9346-9
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DOI: https://doi.org/10.1007/s10869-014-9346-9