Sickness Presenteeism and Attendance Pressure Factors: Implications for Practice

Biron, Caroline; Saksvik, Per Øystein

doi:10.1002/9780470682357.ch5

Cited by 32 publications

(51 citation statements)

References 53 publications

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“…Although a range of intrinsic and extrinsic motives can determine the occurrence of presenteeism (Biron & Saksvik, 2009), it is possible that presenteeism may also lead to affective-motivational states. A link between presenteeism and motivation is intuitive but not clear in the literature.…”

Section: The Motivational Qualities Of Presenteeismmentioning

confidence: 99%

Sickness presenteeism determines job satisfaction via affective-motivational states

Karanika‐Murray

Pontes

Griffiths

et al. 2015

Social Science & Medicine

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Sickness presenteeism determines job satisfaction via affective-motivational states AbstractResearch on the consequences of sickness presenteeism, or the phenomenon of attending work whilst ill, has focused predominantly on identifying its economic, health, and absenteeism outcomes, neglecting important attitudinal-motivational outcomes. A mediation model of sickness presenteeism as a determinant of job satisfaction via affective-motivational states (specifically engagement with work and addiction to work) is proposed. This model adds to the current literature, by focusing on (i) job satisfaction as an outcome of presenteeism, and (ii) the psychological processes associated with this. It posits presenteeism as psychological absence and work engagement and work addiction as motivational states that originate in that. An online survey was completed by 158 office workers on sickness presenteeism, work engagement, work addiction, and job satisfaction. The results of bootstrapped mediation analysis with observable variables supported the model. Sickness presenteeism was negatively associated with job satisfaction. This relationship was fully mediated by both engagement with work and addiction to work, explaining a total of 48.07% of the variance in job satisfaction. Despite the small sample, the data provide preliminary support for the model. Given that there is currently no available research on the attitudinal consequences of presenteeism, these findings offer promise for advancing theorising in this area.Keywords: presenteeism, job satisfaction, work engagement, work addiction, psychological There are two issues in the field that need to be addressed. First, the vast majority of research on presenteeism has focused predominantly on its prevalence, determinants, and financial costs, and has omitted research into potential motivational and attitudinal consequences (Karanika-Murray, Ikhlaq, Williams, & Biron, under review). Second, the field is conceptually poor and in need of development (Dickson, 2013;Johns, 2011). The present study aims to address these important omissions. It achieves this by presenting a model of presenteeism and three attitudinal-motivational outcomes.Insofar as presenteeism may signify physical presence and psychological absence, it can be linked with affective-motivational states (i.e., work engagement, work addiction, and job satisfaction). Affective-motivational states are rooted in physical and psychological presence. Presenteeism may deplete satisfaction with work because, mentally and physically, the individual is unable to perform to their full capacity and achieve expected outcomes.When psychological presence is jeopardised, as in the case of temporary illness, people may disengage from work but still feel a need to work by being physically present in the workplace. Therefore, weakened psychological presence may be linked to weakened affective evaluations of work (i.e., job satisfaction) through its effect on affective-motivational states (i.e., work engagement and work addiction). In ...

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Section: The Motivational Qualities Of Presenteeismmentioning

confidence: 99%

Sickness presenteeism determines job satisfaction via affective-motivational states

Karanika‐Murray

Pontes

Griffiths

et al. 2015

Social Science & Medicine

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“…At least 2 factors have fuelled interest in this research. Firstly, it has been hypothesized that sickness presence causes more productivity loss and higher organizational costs than sickness absence [2,3]. Secondly, it is believed that sickness presence increases the risk of more serious illness at a later date [4,5].…”

Section: Introductionmentioning

confidence: 99%

Sickness presence, sick leave and adjustment latitude

Gerich¹

2014

IJOMEH

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Objectives: Previous research on the association between adjustment latitude (defined as the opportunity to adjust work efforts in case of illness) and sickness absence and sickness presence has produced inconsistent results. In particular, low adjustment latitude has been identified as both a risk factor and a deterrent of sick leave. The present study uses an alternative analytical strategy with the aim of joining these results together. Material and Methods: Using a cross-sectional design, a random sample of employees covered by the Upper Austrian Sickness Fund (N = 930) was analyzed. Logistic and ordinary least square (OLS) regression models were used to examine the association between adjustment latitude and days of sickness absence, sickness presence, and an estimator for the individual sickness absence and sickness presence propensity. Results: A high level of adjustment latitude was found to be associated with a reduced number of days of sickness absence and sickness presence, but an elevated propensity for sickness absence. Conclusions: Employees with high adjustment latitude experience fewer days of health complaints associated with lower rates of sick leave and sickness presence compared to those with low adjustment latitude. In case of illness, however, high adjustment latitude is associated with a higher pro bability of taking sick leave rather than sickness presence.

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“…Direct costs include the salary linked with lost days works (Conference Board of Canada ), whereas indirect costs are more numerous and more difficult to measure. These include employee replacement (Gaudine and Saks ; Biron and Saksvik ), decreased productivity (such as missed deadlines, mistakes, and delays), increased administrative costs (like time lost to finding replacements), a decrease in employee morale due to heavier workloads, decreased customer satisfaction (Conference Board of Canada ), and reduced performance or safety, like when a highly skilled or essential employee is absent (such as when a general duty nurse replaces a paediatric nurse, quality of care could be reduced) (Gaudine and Saks ). Given these considerations and costs, academics and practitioners have looked at absenteeism from numerous different perspectives to better understand it (Blau and Boal ; Frooman, Mendelson and Murphy ).…”

Section: Absenteeismmentioning

confidence: 99%

“…These different models are important in understanding absenteeism as a wicked problem, since how each frames the problem leads to different types of solutions. For example, in the medical model, absenteeism is believed to be reduced through changes to sick‐leave policies, such as disability management and employee well‐being or health awareness programs (Bergström et al ; Biron and Saksvik ). In the deviance model, potential solutions can take two forms: one that entails disciplinary actions or punishment to the employee, or another, which rewards employees for regular attendance (Johns ; Sadri and Lewis ).…”

Section: Absenteeismmentioning

confidence: 99%

“…Such rewards can include bankable sick days, or profit‐sharing (Sadri and Lewis ). In the withdrawal model, potential solutions are more likely to focus on job enrichment, to increase employee satisfaction with their jobs (Johns ; Biron and Saksvik ). In the economic model, depending on how an organization is structured and how absenteeism is understood, possible solutions may include flexible work‐schedules (Johns ; Baltes et al ), or, similar to the deviance model, offering rewards such as cash rewards or paid time‐off for attendance, thus appealing to the work/leisure balance (Johns ; Sadri and Lewis ).…”

Section: Absenteeismmentioning

confidence: 99%

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The conundrum of absenteeism in the Canadian public service: A wicked problem perspective

McGrandle¹,

Ohemeng²

2017

Can Public Adm

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Absenteeism has received increasing attention in public sectors across the world. In Canada's federal public service, absenteeism cost the government approximately $871 million in lost wages in 2013 alone (Barkel 2014a). Current and previous Canadian governments have attempted to reform sick-leave policy to reduce absenteeism, but simple solutions to a complex problem will likely result in negative and unforeseen consequences. This article conceptualizes absenteeism as a "wicked problem" to explore its complexity. Addressing absenteeism requires a deeper understanding of issues and factors by government representatives, unions, NGOs, and policy experts, which can lead to multifaceted solutions.Sommaire : L'absent eisme a fait l'objet d'une attention croissante dans les secteurs publics du monde entier. Dans la fonction publique f ed erale canadienne, l'absent eisme a coût e au gouvernement environ 871 millions $ en salaires perdus en 2013 seulement (Barkel 2014a). Les gouvernements canadiens actuels et pr ec edents ont tent e de r eformer la politique des cong es de maladie pour r eduire l'absent eisme, mais de simples solutions pour faire face a un problème complexe auront vraisemblablement des cons equences n egatives et impr evues. Cet article conçoit l'absent eisme comme un « problème pernicieux » pour etudier sa complexit e. Pour s'attaquer a l'absent eisme, il faut que les repr esentants gouvernementaux, les syndicats, les ONG et les experts en politique aient une compr ehension plus approfondie des questions et des facteurs en jeu, et cela pourra conduire a des solutions multiformes. Jocelyn McGrandle is a PhD candidate in

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Sickness Presenteeism and Attendance Pressure Factors: Implications for Practice

Cited by 32 publications

References 53 publications

Sickness presenteeism determines job satisfaction via affective-motivational states

Sickness presenteeism determines job satisfaction via affective-motivational states

Sickness presence, sick leave and adjustment latitude

The conundrum of absenteeism in the Canadian public service: A wicked problem perspective

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