Date of Conferral







Keri L. Heitner


Organizational leaders in Trinidad and Tobago are ill prepared to manage voluntary employee absenteeism due to the ineffectiveness of traditional approaches to curtailing voluntary employee absenteeism. The lack of consensus on desirable, feasible, and important strategies for minimizing voluntary employee absenteeism in Trinidad and Tobago created a scholarly gap. The purpose of this qualitative modified Delphi study was to determine how a panel of 17 Caribbean and global human resources experts view the desirability, feasibility, and importance of 50 forward-looking strategies in 6 overarching elements for minimizing voluntary employee absenteeism in Trinidad and Tobago. The research questions addressed this purpose. The conceptual framework was based on the job demands-resources model and theory. Data were collected via 4 rounds of online surveys. Data analysis included assessing a predesigned list of strategies, calculating the top 2 frequency ratings and the median for desirability and feasibility, ordering rankings of importance, and assessing confidence ratings in the top 5 strategies. The 5 strategies with the highest confidence clustered in job resources and motivation: supervisory support to increase employee engagement, organizational and job design practices that better value employees' psychological health, employee appreciation and recognition, improved relationships between supervisors and line staff, and alternative leave options. These strategies may support positive social change by helping to reduce voluntary employee absenteeism, which could promote economic growth based on increased employee production in Trinidad and Tobago.