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Absenteeism policy without conflict policy is treating symptoms
“He is not ill, he is empty.” This sentence captures the core of a persistent misconception: that absence due to illness is primarily a medical problem.
The research by Michael Frone (2000) shows something different. He examines the relationship between interpersonal conflict at work, work stress, and burnout symptoms, and convincingly demonstrates that conflict is a direct predictor of emotional exhaustion and ultimately absenteeism.
Not because people are “weak”. But because conflict systematically drains energy.
21-7-2026
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Frone shows that employees who regularly experience conflicts with colleagues or supervisors:
report significantly higher levels of emotional exhaustion
develop higher levels of cynicism and detachment
experience more stress-related complaints
and have a clearly increased risk of sickness absence and long-term absence
Importantly, this effect remains even when controlling for workload, job level and personality. In other words: conflict is not a side issue. It is an independent risk factor.
Long-term tension is exhausting
In practice, I see how this works. People often continue for a long time. They want to remain loyal. Stay professional. Not “complain”. But in the meantime, tension keeps building. Every difficult conversation requires more effort. Every meeting requires more self-control. Eventually, the body pulls the emergency brake.
Burnout rarely develops because of one busy week. It develops through prolonged psychological strain without recovery.
And conflict — especially when left unaddressed — is a powerful driver of this.
Waiting until someone drops out is expensive
What organizations often miss is that conflict does not only lead to individual absence, but also creates structural costs:
higher absence rates
longer recovery periods
increased pressure on colleagues (which can lead to new conflict)
costs for replacement, support and reintegration
and loss of experience and continuity
Frone’s research makes clear that waiting until someone drops out is the most expensive strategy. By the time burnout becomes visible, the conflict has usually already existed for months — sometimes years.
HR can make the difference before burnout
The core message is uncomfortable but necessary: absenteeism policy without conflict policy is treating symptoms.
Anyone who seriously wants to invest in sustainable employability must look earlier. Not only at the occupational physician stage, but at interactions within teams. At tensions that remain unresolved. At conversations that no longer take place.
Conflict is not a soft issue. It is a predictable precursor to burnout.
The role of HR in conflict
This is precisely where HR has a crucial role. Not only when someone drops out, but much earlier in the process: when recurring tensions emerge, conversations are avoided and friction within teams starts to build. Those who learn to recognize conflict as a signal rather than an incident can intervene before energy loss turns into absence.
And the good news?
Where conflict is professionally guided, not only does tension decrease — absenteeism can decrease as well.
Felix Merks
Director Result ADR
Would you like to read the research yourself?
Source: Frone, M. R. (2000). Interpersonal conflict at work and psychological outcomes: Testing a model among young workers. Journal of Occupational Health Psychology, 5(2), 246–255. https://doi.org/10.1037/1076-8998.5.2.246
Turn your conflict into an opportunity
Result ADR has the tools and expertise to help guide conflicts towards a constructive resolution. We would be happy to meet with you, either in person or online. Give us a call or leave your details, and we will contact you as soon as possible.