To be or not to be…at work while ill A choice between sickness presenteeism and sickness absenteeism in the workplace

• Published in: Journal of organizational effectiveness : people and performance Vol. 5; no. 4; pp. 314 - 327
• Main Authors: MacGregor, James, J Barton Cunningham
• Format: Journal Article
• Language: English
• Published: Bingley Emerald Group Publishing Limited 17-10-2018
• Subjects: Absenteeism; Employees; Human resource management; Hypotheses; Occupations; Organizational effectiveness; Public sector; Researchers; Variables
• ISSN: 2051-6614; 2051-6622
• DOI: 10.1108/JOEPP-02-2018-0007

PurposeThe 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/approachThe 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.FindingsThe 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 implicationsThe 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 implicationsThe 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/valueThis 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.