Understanding gaps in attendance management : employee perceptions versus HR intentions at Reykjavíkurborg

Abstract

This research examines how the city of Reykjavík’s attendance management policy is implemented in practice and how employees perceive its fairness, clarity, and supportiveness. Using a mixed-methods case study design, data were collected from an employee questionnaire and semi-structured interviews with managers within one department. The analysis was then informed by the intended–actual–perceived HR practices framework and attribution theory. The findings showed that although the policy is well-defined, its implementation varied across managers, particularly in how consistently procedures were communicated and applied. Employees generally reported supportive relationships in their work environment but had limited awareness of the policy itself, suggesting that interpersonal interactions shaped perceptions more strongly than written guidelines. Additionally, support was more strongly associated with clarity, flexibility, and job satisfaction than communication. Overall, the results highlighted a misalignment between HR’s intended goals and employee perceptions, shaped by uneven communication and managerial discretion. While restricted to one department, the study illustrates common challenges in translating standardized HR policies into consistent day-to-day practice and points to the importance of clearer communication and strengthened managerial support