To be or not to be…at work while ill: A choice between sickness presenteeism and sickness absenteeism in the workplace. Issue 4 (3rd December 2018)

• Record Type: Journal Article
• Authors: MacGregor, James; Cunningham, J. Barton
• Is Part Of: Journal of organizational effectiveness. Volume 5:Issue 4(2018)
• Page Start: 314
• Page End: 327
• Publication Date: 2018-12-03
• Subjects: Performance management -- Absenteeism -- Leadership; Organizational effectiveness -- Periodicals; Personnel management -- Periodicals; 658.314
• DOI: 10.1108/JOEPP-02-2018-0007
• Languages: English
• ISSNs: 2051-6614

Abstract

Abstract : Purpose: The purpose of this paper is to analyze the results from two public sector organizations to test a model of the organizational antecedents and health consequences of sickness presenteeism (SP) in the workplace. Design/methodology/approach: The study reports on two surveys of public employees, one including 237 respondents and another of 391 employees. The combined sample allowed for the testing of a model of organizational antecedents and the health consequences of SP. Findings: The results supported the model, indicating that increased leader support and goal clarity decrease SP indirectly through increased trust. Decreasing presenteeism is associated with decreased sickness absence and better health. Practical implications: The key practical application is in encouraging managers and scholars to recognize that the costs of presenteeism are as higher or higher than the costs of absenteeism. Social implications: The social implications are clear in helping us recognize that when people come to work sick, they are not productive and are endangering the productivity of others. Originality/value: This is the first time that research had defined and operationalized a causal model linking antecedents such as leader-member relations, goal clarity and trust with SP and absenteeism.