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-Different absence policies
-Reducing absenteeism, increases presenteeism
A 2005 study revealed presenteeism is influenced by personal and work related factors
(Aronsson & Gustafsson, 2005)
A 2008 review concluded work demands have a greater impact on individuals than personal factors. (Hansen & Anderson, 2008)
Size of employer
Casual
Full Time
Part Time
Predominant concern is possibly spreading contagious illnesses to colleagues. However most would still attend work even if they would expect colleagues in similar situations to not be present.
(Aronsson & Gustafsson, 2010)
Employees face dilemma of attending work sick and risk passing illness to colleagues or placing their workload on to colleagues.
Variety of policies implemented by different organizations.
Policies used to reduce short term absenteeism often promote presenteeism
(Taylor, 2010)
Lack of extra staff to cover for sick employees force many to attend work when ill.
(Ferreira & Martinez, 2012)
(Hanson & Anderson, 2008)
Human resource managers often agree its preferable for employees to return to work using modified duties after long absences.
Its often perceived that the longer an individual is away from work, less likely they are to return at all
'Participants did not feel comfortable taking more sick leave once they had used up what was assigned to them.' (Irvine. A, 2011)
(Ferreira & Martinez, 2012)
(Shultz, Chen & Edginton, 2009)
(Akbar, 2011)
Factors which promote presenteeism
Organizational Demands
Work Demands
Absence due to sickness policies
Return to work policies
Impact of illness of co-workers.
The action of being at work while unwell and so not performing ones role to the full effectiveness (Irvine, A. 2011).
•Managerial communication styles have a solid impact on employee attitudes and behaviours and this has a direct link to rates of presenteeism
(Dasgupta, Suar & Singh, 2012).
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Gemma
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Definition & Introduction
Leadership Styles
Negative Outcomes
Culture & Environment
Health Effects
Workaholism & Conclusion
Long working hours, Job characteristics, Work Outcomes, Quality of social relationships
•A characteristic approach adopted by leaders in an attempt to get their followers to work toward organisational goals and objectives.
•A strong, assertive communication style is far more beneficial for organisations to adopt rather than an aggressive or passive avoid-ant approach to leadership..
What is a leadership style?
Why the right style is important
Comparing and contrasting leadership styles
Importance of catering for individual needs
Benefits of correct leadership style
"The compulsion or uncontrollable need to work incessantly" (Schaufeli, Taris & Rhenen, 2007: 175)
Work harder and longer then necessary
Normally from an inner drive
•Choosing an appropriate leadership style increases an organisations productivity, performance and competitive advantage decreasing the likelihood of presenteeism
(Hopson, 2012).
Highly motivated & driven, but unhappy
Pediatrics: Compassion fatigue and burnout.
Emotional over involvement, stress, work overload, frustration
(Jacobs, Nawaz & Hood, 2012)
•Placing emphasis on continuous training demonstrates a sense of commitment to employees, forming positive relationships in which effect the rates of presenteeism..
Factors Contributing to Presenteeism:
Leadership Styles
Workplace Environment and Culture
Workaholism
Negative Outcomes from Presenteeism:
Employee Perceptions
Customer Satisfaction
Health (Mental Illness)
Returning to Work Too Early
Why? 24/7, Technology, Economic uncertainty
Warning Signs: Emailing at odd times, perfectionism, last one in the office, delegating difficulties, skipping lunch
(HR Focus, 2008)
Aronsson, G., & Gustafsson, K. 2005. Sickness presenteeism: Prevalence, attendance-pressure factors, and an outline of a model for research. Journal of Occupational Environmental Medicine, 47(9):958-66.
Akbar, P. 2011. The Problem of Presenteeism. ProQuest Central, 25(2):69
Irvine, A. 2011. Fit for Work? The Influence of Sick Pay and Job Flexibility on Sickness Absence and Implications for Presenteeism, Social Policy and Administration, 45(7): 752-769.
Dasgupta, S.A., Suar, D., & Singh, S. 2013,.Impact of managerial communication styles on employees' attitudes and behaviours. Employee Relations, 35(2): 173-199
Fair Work Ombudsman 2012. Sick Leave, Australian Government, <http://www.fairwork.gov.au/leave/sick-leave/pages/default.aspx>, Viewed 13 May 2013
Ferreira, A. I., & Martinez, L. F. 2012. Presenteeism and burnout among teachers in public and private Portuguese elementary schools. The International Journal of Human Resource Management, 23(20): 4380-4390.
Jacobs, L. M., Nawaz, M. K., & Hood, J. L. 2012. Burnout among workers in a pediatric health care system. Workplace Health & Safety, 60(8): 335-344.
Hansen, C.D. and Anderson, J.H. 2008. Going ill to work: What personal circumstances, attitudes and work-related factors are associated with sickness presenteeism? Social Science and Medicine, 67(6):956-64.
HR Focus. 2008. Beware the dangers of workaholism. 85(1): 9.
Hopson, S. 2012. Approval Ratings. The Safety and Health Practitioner, (30)8: 35
Schaufeli, W. B., Taris, T. W., & Rhenen, W. V. 2007. Workaholism, burnout, and work engagement: Three of a kind or three different kinds of employee well-being? Applied Psychology, 57(2): 173-203.
Schultz, A. B., Chen, C., & Edington, D. 2009. The Cost and Impact of Health Conditions on Presenteeism to Employers. PharmacoEconomics, 27(5):365-78
Taylor, P., Cunningham, I., Newsome, K., & Scholarios, D. 2010. 'Too scared to go sick’: Reformulating the research agenda on sickness absence. Industrial Relations Journal, 41(4): 70-288.