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A publicação pode ser exportada nos seguintes formatos: referência da APA (American Psychological Association), referência do IEEE (Institute of Electrical and Electronics Engineers), BibTeX e RIS.

Exportar Referência (APA)
Dello Russo, S., Miraglia, M., Borgogni, L. & Johns, G. (2013). How time and perceptions of social context shape employee absenteeism trajectories. Journal of Vocational Behavior. 83 (2), 209-217
Exportar Referência (IEEE)
S. D. Russo et al.,  "How time and perceptions of social context shape employee absenteeism trajectories", in Journal of Vocational Behavior, vol. 83, no. 2, pp. 209-217, 2013
Exportar BibTeX
@article{russo2013_1590528808024,
	author = "Dello Russo, S. and Miraglia, M. and Borgogni, L. and Johns, G.",
	title = "How time and perceptions of social context shape employee absenteeism trajectories",
	journal = "Journal of Vocational Behavior",
	year = "2013",
	volume = "83",
	number = "2",
	doi = "10.1016/j.jvb.2013.03.005",
	pages = "209-217",
	url = "http://www.sciencedirect.com/science/article/pii/S000187911300095X"
}
Exportar RIS
TY  - JOUR
TI  - How time and perceptions of social context shape employee absenteeism trajectories
T2  - Journal of Vocational Behavior
VL  - 83
IS  - 2
AU  - Dello Russo, S.
AU  - Miraglia, M.
AU  - Borgogni, L.
AU  - Johns, G.
PY  - 2013
SP  - 209-217
SN  - 0001-8791
DO  - 10.1016/j.jvb.2013.03.005
UR  - http://www.sciencedirect.com/science/article/pii/S000187911300095X
AB  - Although the impact of social influence on employee absenteeism is well established, almost nothing is known about the dynamic, temporal accrual of this influence. Latent growth modeling was used to trace absenteeism trajectories over 4 years for employees who differed in years of organizational tenure. As expected, higher-tenure employees exhibited flat trajectories while those with lower tenure (1–3 years) gradually increased their absenteeism to conform to the dominant norm of the organization. However, as predicted by theories of identification and social exchange, perceptions of social context moderated the latter effect. The more positive an employee's perceptions of top management, the lower his or her rate of increase in absenteeism. The more positive an employee's perceptions of work colleagues, the higher his or her rate of increase in absenteeism. Perceptions of supervisors were unrelated to the rate of change. The study clarifies how employees learn and adapt to organizational absence cultures.
ER  -