ividual that are associated with absenteeism are far less intense than the negative consequences associated with turnover.
(2) Absenteeism is more likely to be a spontaneous and relatively easy decision for an employee; turnover, on the other hand, is considered far more carefully and for a longer period of time.
(3) There are some occasions where absenteeism can be used as a substitute behavior for turnover, especially under conditions where alternative employment is unavailable.
Turnover, Absenteeism, and Job Satisfaction
One variable that the existing research has shown to be consistently and strongly related to both organizational turnover and absenteeism is job satisfaction. In several reviews of the literature on these variables (e.g. Porter & Steers, 1973; Mobley, Griffeth, Hand & Meglino, 1979; Arnold & Feldman, 1982), it has been found that workers with low levels of job satisfaction have a greater chance of quitting their jobs than do workers with high levels of job satisfaction.
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