Absenteeism is an issue that has grown in importance over the past few years; however, little has been done to explore the impact of presenteeism on individual and organisational performance and well‐being. This article is based on interviews collected in nine case study organisations in the UK. Two sector organisations (one private and one public) were studied to examine absence management and a conceptual model of presenteeism, with further illustration provided using data from the other seven case studies. This enabled a pattern of presenteeism to emerge, along with the contextual and individual factors which impact on it. In addition to previous research, we found that presenteeism is a complex ‘problem’ and that it is not a single one‐dimensional construct, but is continually being shaped by individual and organisational factors. In addition, we found that performance and well‐being are more closely related to the organisational reaction to presenteeism and absenteeism, rather than the act itself.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This study aims to examine how empowerment is perceived by individuals employed on construction projects. In contrast with previous research which has predominantly been conducted from a management perspective, this paper deals with employee perceptions of empowerment. Design/methodology/approach -A qualitative approach was adopted for this study employing in-depth interviews on four major construction projects. Findings -The findings from the study indicate that there can be a gap between the employee experience and the management rhetoric. Health and Safety issues were often cited by the employees as a major barrier to empowerment. The strict Health and Safety regulations under which construction employees operate limit their freedom to influence the work that they undertake. A further factor that was found to have a strong influence on the diffusion of empowerment was the role of the employees' immediate supervisor.Research limitations/implications -The data are based on case studies that illuminate our understanding of empowerment in relation to construction projects. This area of research would benefit from alternative research approaches that could establish the generalizability of the findings reported. Originality/value -This article explores the notion that, as empowerment is a perception, management cannot easily regulate employees' empowerment. This emphasises the importance of exploring employee perspectives when examining employee empowerment and its impact on workplace relations.

This paper explores the perceived barriers to return to work presented by unemployed patients with chronic musculoskeletal pain. The findings are based on one to one in depth semi-structured interviews conducted with patients from four sites in the UK. Interview data were recorded from 38 patients (15 male, 23 female) aged between 29 and 62 years the sample included patients who had participated in a vocational rehabilitation scheme, those who had refused to participate and a nai ve group. Patients were in receipt of long-term social welfare benefits (incapacity benefits) and recruited via local Job Centres. The mean duration of work absence was over 5 years. The data was transcribed and analysed by means of thematic analysis. Several themes were identified as barriers to return to work from the data including pain related issues, uncertainty (both financial and physical), the healthcare system, interaction with benefits providers, perceptions of employers and personal limitations. The uncertainty and the pain condition itself were the overarching barriers from which other obstacles stemmed. This is the first qualitative study of long term unemployed benefit recipients with chronic pain. Others authors have reported psychosocial factors as barriers to work among disabled populations however, this qualitative study has identified barriers specific to unemployed chronic pain patients. The themes identified will help with the planning and development of future initiatives for returning chronic pain patients to employment.

PurposeThe purpose of this article is to examine the various meanings of empowerment for employees from their own perspective, the psychological dimension of empowerment and whether employees want to be empowered.Design/methodology/approachIn order to understand how employees feel about empowerment, it is necessary to ask them directly so that one can understand their perceptions. A qualitative approach is adopted, employing 45 semi‐structured, in‐depth interviews with employees. The aim of the interviews is to provide an insight into the meanings of empowerment for these employees.FindingsThe findings indicate that the employees do not recognise the term “empowerment” nor do they reference the term “power” in relation to themselves. However, they are able to relate to associated concepts, notably “personal responsibility” and “control over their work”. Empowerment for the employees was found to operate as a continuum, as the extent to which employees seek empowerment varies considerably. The innate feelings that employees have with regard to empowerment enable an insightful understanding of what empowerment means and the employee response to it.Research limitations/implicationsThis study is based on employees from one particular industrial sector. The research would benefit from exploration in alternative sectors.Originality/valueThe study examines the various meanings of empowerment for employees from their own perspective. Furthermore, it explores whether employees want to be empowered.

The Approaches to Studying Inventory (ASI) was based on qualitative research by Marton and Säljö, which established ‘surface’ and ‘deep’ approaches to study. This article attempts a new qualitative explication of the meanings of study. A heuristic due to Husserl is employed which distinguishes between the ‘noema’, the subjective object of awareness, and the ‘noesis’, the manner of mental activity in which the object is grasped. It is argued that previous work on approaches to learning focused exclusively on the noesis. In‐depth interviews with university students show that approaches to studying, in their full meaning within the student lifeworld, are much richer than can be encapsulated by noetic descriptions of ‘depth’ or ‘superficiality’, even when elaborated as in later versions of the ASI or in phenomenography.

The development of HR analytics, the growing dominance of positivistic approaches in academic HRM, and the increasing influence of evidence-based approaches on HR represent a convergence of contextual factors that have the potential to influence HR practice significantly. In this context, we examine how the HR analytics "project" may unfold base on a reflective analysis of a number of data-rich wellbeing projects and empirical evaluations. We focus on the ways in which participants may become enrolled and mobilised in such projects and the implications this has for perceived value and effects of "data" generated by HR analytics. In particular, we draw attention to the social, political, and onto-epistemological processes of the analytics project and draw conclusions about the way in which the analytics project may influence professional practice.

Although a wide range of human and organizational factors have been found to be important in the operation of projects, those determined by cultural variables are less well defined. One such influence concerns the notion of 'project affinity', the commitment and attachment by stakeholders and participants to projects and their outcomes. The temporal nature and transient involvement context provided by construction projects arguably presents a climate in which many participants are less likely to display commitment to its goals. This note is concerned with the issue of whether an attachment to a project's goals or to the completed product can lead to improved commitment among those involved. The concept of project affinity was developed in the course of a case study investigation in which operatives' attitudes towards the construction of a cancer research facility were explored. Because of the contribution of the facility to the future care of cancer sufferers, the concept of project affinity proved helpful in understanding a factor that appeared to be influencing the commitment of those involved. The results suggest a complementary concept to that of 'project chemistry' (c.f. Nicolini, 2002).organizational citizenship behaviour, performance, project affinity, project chemistry,

Purpose The purpose of this paper is to examine the perceptions of strategic actors in multinational organisations and to contribute to our understanding of how multinational companies articulate and define talent management and how – or what – they perceive its value to be. Design/methodology/approach The paper is based on an empirical research study in which data were collected through 50 in-depth interviews across five multinational companies, conducted at a regional level across ten countries. Participants in the study were strategic actors representing two groups of managers/leaders (HR and talent management system designers and business leaders who are directly involved in the implementation of talent management). Findings The absence of a formal talent management definition led to the emergence of different views and interpretations of what it is. It was viewed as a bundle, or set, of management ideologies manifested in all HR-related practices across four key areas: hiring the right talent, performance management, succession planning and development and retention. Performance management acted as the cornerstone. Talent management strategies displayed little participation for both system designers and implementers and distinct patterns of mystification, technologization and concretisation. The language of value was uncommonly used but provoked different ways of thinking about the role and meaning of talent management. Practical implications The strategic actors in the talent system continue to see talent management in narrow functional and HR process terms. However, by bundling these HR functions and processes together, it is evident that they can be encouraged to recast their activity in a broader strategic narrative. Borrowing the notions and theories of value and value creation, and investigating talent management through this lens, should help to surface interesting insights into how talent management might be defined in practice, and how the language of value may in future be used to understand what talent management really is. Originality/value The global study underpinning this paper attempts to deconstruct the understanding that strategic actors have about talent management from an empirical base. It contributes to the conceptual development of the talent management discourse by revealing the logics being pursued and address the definitional problem currently evidenced in the literature. It also provides direction for future research.