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National Culture and Perceptions of Absence Legitimacy

  • Chapter
Voluntary Employee Withdrawal and Inattendance

Abstract

In recent years there has been increasing interest in the cross-cultural aspects of organizational behavior. This interest is a joint effect of the globalization of business, increasing cosmopolitanism among researchers, and recognition that cultural contrasts can provide a new optic on traditional domains of organizational research. Despite the growth in cross-cultural organizational research, one area has remained almost immune to its influence—the study of so-called work withdrawal behaviors such as lateness, absenteeism, and turnover. This is especially curious when it is recognized that these behavioral manifestations of withdrawal are themselves culture-free, unlike many of the hypothetical constructs favored by organizational researchers. Indeed, in the domain of absenteeism research, Martocchio and Harrison (1993:295) allude to a “gaping cross-cultural hole.” This chapter is an attempt to repair this gap by proposing a model of some factors that influence the perception of absence legitimacy across national cultures.

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Authors and Affiliations

  1. University of the West Indies, St. Augustine Campus, Trinidad & Tobago

    Helena Mensah Addae

  2. Department of Management, Concordia University, Montreal, Quebec, H3G 1M8, Canada

    Gary Johns

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  1. Bar-Ilan University, Ramat Gan, Israel

    Meni Koslowsky  & Moshe Krausz  & 

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Addae, H.M., Johns, G. (2002). National Culture and Perceptions of Absence Legitimacy. In: Koslowsky, M., Krausz, M. (eds) Voluntary Employee Withdrawal and Inattendance. Industrial and Organizational Psychology: Theory, Research, and Practice. Springer, Boston, MA. https://doi.org/10.1007/978-1-4615-0599-0_2

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  • DOI: https://doi.org/10.1007/978-1-4615-0599-0_2

  • Publisher Name: Springer, Boston, MA

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  • Online ISBN: 978-1-4615-0599-0

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