Analysis of the Problem of High Presenteeism

Presenteeism

Presenteeism is the act of going to work regardless of illness or other factors that may affect one’s ability to perform tasks. Important to note is that presenteeism is one of the greatest threats to workers safety and efficiency. High Presenteeism is a prevalent problem in the current work environment which may be attributed to the global economic recession. Most organisations are considering producing more with fewer employees to lower the operation cost thereby facilitating high employee Presenteeism. High level of Presenteeism is mostly encountered in organisations that do not offer benefits such as sick leave, paid leave, and flexible working-time management. The major problems associated with high Presenteeism include exhaustion, poor mental and physical health, and lack of job satisfaction.

Discussion and Explanation of the Problem

The current problem of high presenteeism has a negative effect on employee productivity and overall organisation performance. It causes employee exhaustion, depression, reduced job satisfaction which leads to low performance and productivity of the workers (Chang, Lu and Kuo 2012, p.101). The problem also causes serious employee mental and physical health in the long term. There is a higher presenteeism cost as compared to the absenteeism cost. In business in the United Kingdom encounters an estimated $15b Presenteeism cost per annum and $9b absenteeism cost annually (Lu, Yen and Cooper 2013, p.407). The problem of presenteeism is also mainly caused by the increase in job insecurity thereby people opting to go to work even when sick to safeguard their jobs. Sometimes employees choose to work when ill to show loyalty, to avoid social sanctions, and to present a good image (Jourdain and Vezina 2014, p.486). The problem of high presenteeism mainly occurs in the small and medium enterprises which are known for long working hours pressure, the culture of hard work and commitment, and lack of labour unions.

High Presenteeism as Lost Productive Time

High presenteeism is regarded as “lost productive time,” considering that it lowers productivity. Work environment such as the pressure to go to work and the personality traits (neuroticism) are fundamental causes of high presenteeism (Johns 2011, p.483). Some employees consider working while sick due to the belief that it is a way of demonstrating loyalty to the customers, the job, and the colleagues. The fear of financial loss also forces employees to work still when they are sick. Avoidance motives and approach motives are the driving forces of high Presenteeism. Approach motives motivate people to work even when they are ill to maintain their loyalty and comply with the work beliefs and values. On the hand, avoidance motives promote high presenteeism due to the fear of encountering the consequences of asking for sick leaves (Lu, Yen and Cooper, 2013, p.406). Some of the consequences of taking sick leaves include salary deduction and low performance. Going to work while sick leads to disease progression thereby resulting in low productivity. Employment trends such as restructuring, downsizing, and job insecurity have also played a significant role towards the development of the presenteeism. Greater job autonomy prompts employees to go to work while ill an aspect that reduces their productivity. Job Autonomy more specifically the job status also facilitates absenteeism.

Critical Analysis of the Problem

The current employment trends and work factors such as job satisfaction, job security, and supervisor support have forced employees to substitute of presenteeism with absenteeism. The problem of sickness presenteeism has lead to serious medical problems which has in turn reduced employees’ productivity. High presenteeism triggers illnesses such as tension headaches, allergies, breathing problems, migraines, and depression. The problem also causes other hidden costs. High presenteeism mainly occurs in the understaffed organisation and those that have had to downsize. Important to note, employees who go to while still ill mostly report symptoms such as depression, stomach problems, sleep problems, and neck/back pain (Baker-McClearn, Greasley, Dale and Griffith 2010, p.314). Sickness presenteeism triggers long-term detrimental health problems such as it exposes the affected workers to coronary risk factors. If the problem is not addressed promptly, it is likely to serious health problems in the long-run.

Research indicates that high presenteeism is also facilitated by high job dependence. In relation to this, high presenteeism is high among people in occupations where replacement is difficult. Other factors that foster presenteeism include high workloads, work commitments, lack of backups, sense of responsibility to the job and others, high accountability levels (lack of trust), and tight deadlines. Effective management of high Presenteeism is likely to facilitate achievement of a competitive edge for the organisation (Johns 2010, p.519). High Presenteeism delivers negative consequences such as the inability to adjust work demands, high workload, health problems, job insecurity, and family violence. Some employees are forced to attend work despite being sick due to the consequences of taking sick leave which includes being replaced and cut on compensation.

Discussion of Alternative Arguments

Most organisations have opted for high presenteeism with an argument that it reduces work capacity as employees are always available to carry out their task. There is a belief that the organisation is likely to achieve high efficiency with high presenteeism due to the aspect of employees always being available to carry out their duties. Therefore, there is no lost of productive time because resources are effectively utilized. Some employees also support high Presenteeism citing that they enjoy doing their work, thus they can sacrifice themselves even when ill to give the best to their work (Johansen, Aronsson and Marklund 2013, p.236). According to them, going to work despite being ill shows loyalty.

There is also a claim that going to work while ill is beneficial to the employee health as it helps one to recover faster as opposed to recovering from home. It is also argued that high presenteeism is a show of one being productive and hardworking. According to recent study findings, one of the responses by workers was that absence from work when ill makes one be considered lazy and unproductive (Johansen, Aronsson and Marklund 2013, p.239). Going to work when ill promote the productivity of workers as the aspect ensures other workers are not burdened. Additionally, high presenteeism is claimed to foster the maintenance of social network among the workers (Johansen, Aronsson and Marklund 2013, p.236). Employees can connect and interact with others when they are in the workplace as opposed to when they are home.

Identification of Interventions

Employers need to get concerned with the way presenteeism affects employees and the organisation as a whole. One of the interventions entails developing workplace-health-sponsored programs to improve the health of employees. The other intervention is to provide health education to the employees and employees to create awareness on the negative impacts of presenteeism. Organisations with high presenteeism may also consider establishing and adapting human resources policies that promote flexible working to improve employee productivity and safeguard their health (Caverley, Cunningham and MacGregor 2007, p.2382).

Analysis of Interventions

One of the factors that facilitate high presenteeism in most organisations is a lack of awareness on the negative effects it causes on employee productivity, health, and organisation performance. Workplace-health sponsored programs are necessary for safeguarding the health of employees. The health programs are directed towards preventing those who are ill from working and ensuring their take sick leave. The programs may also ensure the safeguard of employees’ safety by facilitating workers access to health care when they are unwell. Employees also need to be educated on the negative consequences of going to work while sick and be informed on the need to take sick leave (Johns 2010, p.522). Some employees are not aware of the harm they do themselves and the organisation by going to work while they are ill. Therefore, health education is an essential intervention in addressing the problem of high presenteeism.

According to Caverley, Cunningham and MacGregor, high presenteeism is mostly caused work-related factors such as time pressure, staff replacement, workplace culture, tight deadlines, lack of back-up, and mistrust (2007, p.2384). It is fundamental to establish a flexible working environment by establishing appropriate human resources and organisational policies that encourage and allow workers to take sick leaves. Unfavourable human resource policies such as pay cuts on compensation for employees who take sick leaves promote presenteeism. Employees should not be pressured to work while they are ill with the intention of saving production time. Some employees force themselves to work if when they are ill to show their loyalty, perseverance, and commitment to their profession. Managers need to remind these kinds of employees on work ethics and the importance of rest and recovery (Darr and Johns 2008, p.293).

Justification of the Interventions

The above recommendations are aimed towards achieving reducing presenteeism to promote productivity and employees health. Work-health-related programs are effective in promoting and safeguarding employee health in the workplace. The cost establishing the programs is low as compared to the benefits to be derived by the programs such as reduction of mental disorders such as depression and other illness that are stimulated by employees working when they are ill. Additionally, the health programs will deliver long-term benefits which include improved organisation performed attributed to high employee productivity.

Health education may be conducted once in a while to save on time. Increasing awareness on the need to take sick leave is likely to reduce employees’ act of going to work while ill thereby preventing associated negative impacts on their health and productivity. Flexible working environment reduces high presenteeism by eliminating workplace pressures on employees and the consequences of taking sick leave (Claus and Johan 2008, p.957). Employees can comfortably take sick leave without fear of being replaced when proper human resources policies are in place.

In conclusion, high presenteeism is a serious problem that damages employees’ health and causes job dissatisfaction thereby resulting in low productivity. Organisational managers need to get concerned with the act of presenteeism to assist the employee in coping with work stress and personal discomfort. The organisational managers need to take into consideration the employees personality traits and other motives that drive them into the act of presenteeism. Some of the interventions that may be considered in addressing presenteeism include; establishing work-health-related programs, creating awareness through health education, and adoption of proper human resource and organisations policies that promotes the flexible working environment.

References

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Johansen, V., Aronsson, G. and Marklund, S., 2013. Positive and negative reasons for sickness presenteeism in Norway and Sweden: a cross-sectional survey. BMJ Journals 4(2): 234-239

Johns, G., 2010. Presenteeism in the workplace: A review and research agenda. Journal of Organisational Behavior, 31, pp. 519 –542. doi:10.1002/job.630

Lu, L., Yen, L. H. and Cooper, C.L., 2013. Unhealthy and Present: Motives and Consequences of the Act of Presenteeism Among Taiwanese Employees. Journal of Occupational Health Psychology, 2013, 18(4), pp. 406 – 416