The effect of various antecedent and consequent manipulations on employee absenteeism is explored. Research on absenteeism from two perspectives—industrial/organizational psychology (I/O) as well as organizational behavior management (OBM)—is reviewed. The literature on antecedents that are potentially amenable to manipulation (e.g., work unit size, organizational scheduling) is selectively examined and discussed in terms of suggestions for reducing employee absenteeism. Critically reviewed is the work with behavioral consequence interventions (e.g., rewards, punishers). It is proposed that interventions designed to improve employee attendance would benefit from considerations of both important antecedents and consequences. Methodological issues as well as maintenance, behavioral ecology, and social validation are also discussed.