7.3 Workplace Behavior Issues: Absenteeism, Aggressive Behavior, Conflict & Harassment

Associate Professional in Human Resources International aPHRi

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1 Chapter 1: Introduction & aPHRi Exam Overview

1.1 About the aPHRi Exam: Format, Fees, Scoring & Official Outline

2 Chapter 2: HR Strategy, Culture, Structure & Business Functions

2.1 HR Strategic Alignment & Business Partner Models 2.2 Organizational Culture, Values & Cross-Cultural Frameworks 2.3 Multinational Organizational Structures & Spans of Control 2.4 Business Functions: Accounting, Finance, Operations, Sales & Marketing 2.5 Global Legal & Regulatory Compliance Frameworks

3 Chapter 3: HR Policies, Job Classifications, Records & HR Technology

3.1 Employment Governance, Policies & Global Employee Handbooks 3.2 Job Classifications: Hourly, Salaried, Full-Time, Part-Time, Temporary & Contractor 3.3 HR Information Systems (HRIS) Architecture & Core Functional Modules 3.4 Workplace Technology, Electronic Monitoring & Digital Ethics 3.5 Employee Data Privacy, GDPR & International Data Transfers 3.6 Employee Records Management & Workforce Reporting Requirements

4 Chapter 4: HR Metrics, Data, Communication & Operations

4.1 Core HR Metrics, Workforce Analytics & Mathematical Formulas 4.2 Data Collection Methodologies, Statistics & Executive HR Dashboards 4.3 Tools to Compile Data & Presenting HR Reports 4.4 Communication Techniques: Written, Oral, Email & Intercultural Awareness 4.5 Change Management Models & Organizational Development Interventions 4.6 External HR Service Providers, Project Management & Vendor Oversight

5 Chapter 5: Talent Planning, Recruitment Compliance & Sourcing

5.1 Strategic Workforce Planning & Quantitative Forecasting 5.2 Job Analysis, Job Descriptions & Competency Frameworks 5.3 Recruitment Compliance: Job Requisitions, Job Postings & Work Authorization 5.4 Sourcing Strategies & International Talent Channels 5.5 Alternative Staffing Practices: RPO, Temporary Agencies, Job Sharing & Remote Workers 5.6 Employer Branding, Employee Value Proposition (EVP) & Candidate Journey

6 Chapter 6: Candidate Assessment, Selection & Onboarding

6.1 Screening Methodologies, ATS Automation & Shortlisting 6.2 Structured & Behavioral Interview Methodologies 6.3 Pre-Employment Testing, Psychometrics & Assessment Validity 6.4 Pre- and Post-Offer Activities: Conditional Offers, Medical Exams, Relocation & Immigration 6.5 Job Offers, Employment Contracts & Global Onboarding

7 Chapter 7: Labor Relations, Ethics, Workplace Behavior & Employee Voice

7.1 International Labor Relations, ILO Standards & Works Councils 7.2 Workplace Ethics, Whistleblowing & Anti-Corruption Governance 7.3 Workplace Behavior Issues: Absenteeism, Aggressive Behavior, Conflict & Harassment 7.4 Progressive Discipline, Conflict Resolution & Grievance Procedures 7.5 Employee Engagement, Feedback Systems & Workplace Voice 7.6 Employee Relations Programs: Recognition, Special Events & Diversity Programs

8 Chapter 8: Separation, Restructuring, Health, Safety & Security

8.1 Termination, Redundancy, Severance & Offboarding Management 8.2 Workforce Reduction & Restructuring Terminology: Downsizing, Mergers, Relocation, Assignments & Transfers 8.3 Global Occupational Health, Safety & Ergonomics Standards 8.4 Workplace Wellness, Mental Health & Employee Assistance Programs 8.5 Workplace Security, Crisis Management & Global Duty of Care 8.6 Workplace Security Risks: Theft, Equipment Damage, Cyber Crime & Password Practices

9 Chapter 9: Total Rewards, Pay Law & Base Pay Structures

9.1 Total Rewards Strategy & Market Positioning 9.2 Compensation & Benefits Law Basics: Wage and Hour Rules, Entitlements, Tax Treatment & Privacy 9.3 Job Evaluation Methodologies & Market Pricing 9.4 Base Pay Structures, Salary Grades & Compa-Ratio Calculations

10 Chapter 10: Incentives, Benefits, Payroll & International Pay

10.1 Direct Compensation, Merit Pay & Variable Incentive Systems 10.2 Statutory vs Non-Statutory Benefits & Global Retirement Systems 10.3 Payroll Terminology & Payroll Administration Basics 10.4 Processing Insurance Claims: Work Injury, Disability & Benefit Claims 10.5 Work-Life Balance Practices: Flexible Hours, Telecommuting, Sabbaticals & Family Leave 10.6 Global Pay Equity, Transparency & Expatriate Compensation Models

11 Chapter 11: Training Needs, Design, Delivery & Compliance

11.1 Training Needs Assessment & Adult Learning Theory (Andragogy) 11.2 Instructional Design, the ADDIE Framework & Bloom's Taxonomy 11.3 Training Delivery Methodologies, Blended Learning & LMS 11.4 Training Laws, Credentials & Qualified Training Providers

12 Chapter 12: Training Evaluation, Performance & Career Development

12.1 Training Evaluation & Kirkpatrick's Four-Level Model 12.2 Performance Management Systems & Appraisal Methodologies 12.3 Succession Planning, Nine-Box Grid & Talent Retention

7.3 Workplace Behavior Issues: Absenteeism, Aggressive Behavior, Conflict & Harassment

Key Takeaways Explain This Topic AI

Absenteeism should be managed with a clear attendance policy, accurate records, and return-to-work conversations, while distinguishing avoidable absence from genuine illness, disability, or protected leave.

ILO Convention No. 190 (adopted 2019, in force since 25 June 2021) defines violence and harassment as a range of unacceptable behaviors and practices, or threats of them, that aim at, result in, or are likely to result in physical, psychological, sexual, or economic harm.

Sexual harassment includes quid pro quo harassment (job benefits tied to sexual conduct) and hostile-environment harassment (unwelcome conduct that creates an intimidating or offensive workplace).

The Thomas-Kilmann model describes five conflict-handling modes: competing, collaborating, compromising, avoiding, and accommodating.

Aggressive behavior requires prompt de-escalation, protection of those at risk, documentation, and a fair process, with escalation to security or threat assessment when there is a risk of violence.

Last updated: September 2026

Workplace Behavior Issues: Absenteeism, Aggressive Behavior, Conflict & Harassment

Quick Answer: The aPHRi outline names four workplace behavior issues : absenteeism , aggressive behavior , employee conflict , and workplace harassment . HR responds by setting clear standards, recording facts, understanding causes before acting, applying policies consistently, protecting people at risk, and using the right process - a supportive conversation, mediation, an investigation, or progressive discipline (Section 7.4). Harassment and violence are addressed internationally by ILO Convention No. 190 .

These issues affect morale, productivity, safety, and legal risk. Early-career HR staff often receive the first report, so knowing the correct first steps matters as much as knowing the theory.

1. Absenteeism

Absenteeism is habitual or unplanned absence from scheduled work. It is different from approved leave (vacation, parental leave, authorized medical leave).

Types and causes

Type Examples Typical response

Avoidable (culpable) No-shows, repeated unexplained Monday absences, lateness without reason Attendance policy, clear expectations, progressive discipline if it continues

Unavoidable (non-culpable) Genuine illness, injury, family emergencies Support, medical advice where appropriate, adjustments, and protected leave

Symptom of a deeper issue Stress, bullying, caring responsibilities, low engagement Explore causes; address workload, conflict, or flexibility

Managing attendance fairly

Publish an attendance policy: how to report absence (who, how, by when), evidence required, and consequences of unreported absence.

Record accurately: dates, duration, reason category, and whether it was reported properly.

Measure patterns: absence rate and frequency measures such as the Bradford Factor (Section 4.1) can highlight frequent short absences.

Hold return-to-work conversations after each absence: welcome the employee back, confirm they are fit to work, and ask whether anything at work contributed.

Explore causes before discipline: frequent absence may reflect a health condition, disability, pregnancy, or caring duties that the law protects. Consider adjustments, flexible hours, or support such as an employee assistance program.

Apply rules consistently and document each step.

Trap: automatically disciplining everyone who reaches an absence "trigger point" can discriminate against people with disabilities or protected leave. Triggers should prompt a review, not an automatic penalty.

2. Aggressive Behavior

Aggressive behavior includes shouting, intimidation, threats, throwing objects, and physical violence. It can come from employees, customers, or others.

Immediate response:

Keep yourself and others safe; move to a safe area and call security or emergency services if there is danger.

Stay calm, use a low, steady voice, avoid arguing, and give the person space.

Separate the people involved when safe to do so.

Afterward:

Record exactly what happened, who witnessed it, and any injuries.

Support affected employees, including referral to an employee assistance program.

Investigate fairly (Section 7.2) and apply the disciplinary policy; serious violence or threats may be gross misconduct.

Where there are warning signs of possible violence, involve the threat assessment team and security (Section 8.5).

3. Employee Conflict

Conflict is normal when people with different goals, styles, and pressures work together. It becomes a problem when it damages relationships, performance, or well-being.

Common sources: unclear roles, competition for resources, workload imbalance, communication style differences, personality clashes, cultural misunderstandings, and perceived unfairness.

Thomas-Kilmann conflict-handling modes

Mode Assertive / cooperative Best used when
Competing High / low Quick decisive action is needed, such as a safety issue
Collaborating High / high Both sides' concerns are too important to compromise; time allows problem-solving
Compromising Moderate / moderate A temporary or middle-ground solution is acceptable
Avoiding Low / low The issue is trivial or emotions need to cool first
Accommodating Low / high Preserving the relationship matters more than the issue
HR's role

Encourage the people involved to talk directly and respectfully first.

If that fails, have the manager hold a facilitated conversation focused on behaviors and interests, not personalities.

Offer mediation by a trained neutral person who helps both sides reach their own agreement (Section 7.4).

Agree specific follow-up actions and check back.

If the conflict involves misconduct, harassment, or discrimination, use the formal complaint and investigation process instead.

4. Workplace Harassment
International standard: ILO Convention No. 190

The ILO Violence and Harassment Convention, 2019 (No. 190) , which entered into force on 25 June 2021, is the first international treaty on violence and harassment in the world of work. Key points:

It defines violence and harassment as a range of unacceptable behaviors and practices, or threats of them, whether a single occurrence or repeated, that aim at, result in, or are likely to result in physical, psychological, sexual, or economic harm , and it includes gender-based violence and harassment .

It protects workers regardless of contractual status, including interns, volunteers, job seekers, and job applicants.

It applies to the world of work broadly: the workplace, work-related trips and events, work-related communications (including online), employer-provided accommodation, and commuting.

It recognizes that third parties such as customers can be perpetrators or victims.

Forms of harassment

Sexual harassment: quid pro quo (a job benefit or threat is linked to sexual conduct, such as a promotion offered for a date) and hostile environment (unwelcome sexual jokes, images, comments, or touching that create an intimidating or offensive workplace).

Harassment related to protected characteristics such as race, religion, disability, age, or sexual orientation, as defined by national law.

Bullying (sometimes called mobbing): repeated, unreasonable behavior that humiliates, intimidates, or undermines a person.

Cyber harassment: abusive messages, posts, or images through work channels or social media.

Prevention and response

Prevention Response when a complaint is made
A clear written policy with examples Take every complaint seriously and act promptly
Training for employees and managers Offer immediate support and interim protective measures
Several reporting channels, including one outside the reporting line Investigate impartially (Section 7.2)
Risk assessment, including third-party risks Keep information confidential as far as possible
Leaders who model respectful behavior Protect complainants and witnesses from retaliation
Regular review of complaint data Take proportionate action and follow up

Remember: intent does not decide whether conduct is harassment; its effect and the context matter. Managers who see harassment must act even if nobody complains.