Gender and the Dysfunctional Workplace

Gender and the Dysfunctional Workplace

New Horizons in Management series

Edited by Suzy Fox and Terri R. Lituchy

Dysfunction in the workplace, like a bully culture, affects women and men differently. This book represents a broad spectrum of disciplines including law, management, communications, human resource management and industrial/organizational psychology and offers integrative, cross-disciplinary inquiries into the many roles gender plays in organizational dysfunction. The authors provoke new questions and new streams of research, with the ultimate goal of contributing to healthier workplaces for men and women alike.

Chapter 10: Sex or Gender? The Enigma of Women’s Elevated Absenteeism

Eric Patton and Gary Johns

Subjects: business and management, diversity and management, gender and management, human resource management, organisational behaviour


Eric Patton and Gary Johns When considering dysfunctional and harmful workplace behaviors, absence from work is surely one that most people would quickly identify. Whether recalling our early childhood school days or reading costs analyses focusing on the billions of dollars lost through attendance problems in the workplace, absenteeism almost always has a negative connotation. From a cost perspective, a 2008 report from the global consulting firm Mercer suggested that direct and indirect costs of absenteeism can amount to 36 percent of payroll costs, which is more than twice the cost of healthcare in organizations (Hastings, 2008). Beyond financial costs, absenteeism also contributes to the dysfunctional workplace by upsetting and inconveniencing coworkers and disrupting workflows (Harrison and Martocchio, 1998). In fact, Patton (2011) found evidence that coworkers experience anger and a desire to punish colleagues for their absenteeism, even when the absentee would view the reason as legitimate. Much of the rhetoric surrounding absence from work involves control and punishment (Nicholson, 1976; Edwards and Whitston, 1993; Simpson and Martocchio, 1997), and this is particularly the case for individuals who are prone to absence (Conlon and Stone, 1992). Johns (1997) notes that absenteeism is regularly perceived as a deviant behavior, both because of the negative impact it has on the organization and the perception that it is caused by personal deviance on the part of the absentee. Evidence that workers generally under-report their absence (Johns, 1994) further supports the notion that this is a behavior that workers do not wish to...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information