Amandeep Nahar
(Higginbottom, 2018). These costs are much higher than absen- teeism due to illnesses among employees. Presenteeism can lead to depression and pain and further create productivity loss at work. While it is not easy to quantify the full cost of absenteeism, it is even more challenging to evaluate the impact of presen- teeism. However, there is growing evidence that presenteeism is more expensive then absenteeism. Presenteeism prevents employees from being fully productive at work. It can further lead to some health issues like migraines, allergies, anxiety, and depression (Rise Staff, 2018). Researchers say that presenteeism can lower the productivity of the employees by one-third or more (Hremp, 2004). The issue is that presenteeism is not as noticeable as absenteeism as one tends to pay more attention to those who are absent from work. However, presenteeism undercut job per- formance and lead to productivity loss.
5. Different Models and
78 Vol 10 | Issue 2 | April-June 2018 | www.informaticsjournals.com/index.php/gjeis GJEIS | Print ISSN: 0975-153X | Online ISSN: 0975-1432 Workplace Presenteeism
tivity. An ill worker impacts both quantity and quality of work.
As stated by Hremp (2004), researchers are looking for reliable ways to how to tackle presenteeism by investing in education, treatment, and screening. For example, free consultations at the workplace can help the workers and their employers underhand their health issues and symptoms better.
Apart from the low-cost education programs, the organiza- tion should spend on providing better medical treatment and medications to keep their workforce healthy and lower pres- enteeism to improve productivity significantly (Hremp, 2004).
The company can invest in pharmacy costs to boost productiv- ity among workers with health problems. It should be seen as an investment in workforce productivity. There is also strong evidence that screening and outreach programs can help lower presenteeism cost-effectively. Specially designed employee assistance programs can promote healthy practices and active lifestyles among the workers. Better management of the health of the workforce can translate to improved productivity and thus give any organization a competitive business advantage in the market (Hremp, 2004).
It is essential to work on different psychosocial factors within workplaces to maintain harmony with work situations. As pres- enteeism not only impacts the mental and physical health of the workers, it lowers the productivity and increases social costs;
there is a need to work on different measures on how to lower presenteeism (Cho, Park, Lee, Min & Baek, 2016). However, strong support from the management and co-workers can improve the work environment and leads to job satisfaction and performance. Supervisors should remain in close contact with the workers to address any complaints and lower any stress. The idea is to enhance job satisfaction and boost performance, and at the same time, lower presenteeism (Yang et al., 2010).
Employee assistance programs or EAPs can help lower costs associated with accident benefits, mental health care costs, medi- cal costs, employee turnover, and absenteeism. Effective EAP treatment can result in a meaningful return on investment and can raise productivity and thus enhance profits for a company (Hargrave, Hiatt, Alexander & Shaffer, 2008). Daily problems leave an impact on job performance and if ignored can lead to serious psychiatric symptoms. Thus, EAPs can help raise produc- tivity as they deal with a range of daily issues, problems in living and mental health concerns among the employees. Improving workplace conditions and creating better mental health in the workplace is getting essential. Participation in health promotion programs can help address depression in the workplace. However, the participation rates are much lower in low and middle-income countries as compared to high-income countries (Evans-Lacko &
Knapp, 2016). Cost-effective interventions at the workplace can help to address depress in the workplace and deal with absentee- ism and presenteeism.
7. Conclusion
The above discussion on presenteeism shows that it is a growing problem at workplaces. Apart from following the old-fashioned practice of just focusing on absenteeism, it is essential to do more research on presenteeism. Some employees come to work even when they are ill because of poor workplace conditions. The dif- ferent reason behind presenteeism includes stricter work culture, purr economic conditions and the fear of losing the job. However, presenteeism leads to lower productivity as the employee faces mental health issues and stress. Employers should be aware of the reasons behind presenteeism and potential productivity loss. The primary reasons behind presenteeism are job insecurity and eco- nomic concerns. As Presenteeism raises health risk factors, it turns out to be more expensive as the company may face more sick leaves in the future. As presenteeism averts employees from working to their best capacity, it can further lead to more stress and pain and further lead to productivity loss at work. Thus, presenteeism is problematic for employers as well as the employees. The first step is to recognize presenteeism as a problem and encourage healthier lifestyles among the workers. Open communications and coopera- tion can build a positive work culture. Specially designed employee assistance programs can create a healthier workforce and lower presenteeism. It would be a mistake to ignore the phenomenon of presenteeism in the workplace. Economic and social constraints along with workplace cultures lead to higher presenteeism. Both the workers and the organization pays a heavy price because of presenteeism. There is still limited research on presenteeism, and more needs to be done in this direction.
8. References
1. Cho YS, Park JB, Lee KJ, Min KB and Baek CI. The association between Korean workers’ presenteeism and psychosocial factors within workplaces, Annals of occupational and environmental med- icine, 2016; 28(1):41. https://doi.org/10.1186/s40557-016-0124-1.
PMid: 27610235, PMCid: PMC5015345.
2. Dew K. and Taupo T. The moral regulation of the workplace:
Presenteeism and public health, Sociology of Health & Illness. 2009;
31(7):994−1010. https://doi.org/10.1111/j.1467-9566.2009.01169.x.
PMid: 19515109.
3. Evans-Lacko S and Knapp M. Global patterns of workplace produc- tivity for people with depression: Absenteeism and presenteeism costs across eight diverse countries, Social Psychiatry and Psychiatric Epidemiology. 2016; 51(11):1525−37. https://doi.org/10.1007/
s00127-016-1278-4. PMid:27667656 PMCid:PMC5101346.
4. Guertler D, Vandelanotte C, Short C, Alley S, Schoeppe S and Duncan MJ. The association between physical activity, sitting time, sleep duration, and sleep quality as correlates of presentee- ism, Journal of Occupational and Environmental Medicine, 2015;
57(3):321−8. https://doi.org/10.1097/JOM.0000000000000355.
PMid: 25742538, PMCid: PMC5585235.
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5. Higginbottom K. The Price of Presenteeism, Forbes. 2018.
Retrieved from https://www.forbes.com/sites/karenhigginbot- tom/2018/04/20/the-price-of-presenteeism-2/#3b4bf4bc7f9c.
6. Hargrave GE, Hiatt D, Alexander R and Shaffer IA. EAP treatment impact on presenteeism and absenteeism: Implications for return on investment, Journal of Workplace Behavioral Health. 2008;
23(3):283−93. https://doi.org/10.1080/15555240802242999.
7. Hremp P. Presenteeism: At Work—But Out of It, Harvard Business.
2004. Review Retrieved from https://hbr.org/2004/10/presentee- ism-at-work-but-out-of-it.
8. Johns G. Presenteeism in the workplace: A review and research agenda, Journal of Organizational Behavior. 2010; 31(4):519−42.
https://doi.org/10.1002/job.630.
9. Pedersen KM and Skagen K. The Economics of Presenteeism: A dis- crete choice and count model framework, COHERE, Department of Business and Economics. 2014; 1(2):1–51.
10. Rise Staff. Handling Presenteeism in the Workplace, Rise People.
2018. Retrieved from https://risepeople.com/blog/presenteeism-at- work/.
11. Yang T, Guo Y, Ma M, Li Y, Tian H, and Deng J. Job Stress and Presenteeism among Chinese Healthcare Workers: The Mediating Effects of Affective Commitment, International Journal of Environmental Research and Public Health. 2017; 14(9):978.
https://doi.org/10.3390/ijerph14090978. PMid: 28850081, PMCid:
PMC5615515.
12. Yang T, Shen YM, Zhu M, Liu Y, Deng J, Chen Q and See LC. Effects of Co-Worker and Supervisor Support on Job Stress and Presenteeism in an Aging Workforce: A Structural Equation Modelling Approach, International Journal of Environmental Research and Public Health.
2015; 13(1):ijerph13010072. https://doi.org/10.3390/ijerph13010072.
PMid: 26703705, PMCid: PMC4730463.
4 %
SIMILARIT Y INDEX
1
2
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4
5
6
7
8
9
Workplace presenteeism
ORIGINALITY REPORT
PRIMARY SOURCES
Hesan Quazi. "Presenteeism", Springer Nature, 2013
Crossref
econstor.eu
Int ernet
www.mdpi.com
Int ernet
eprints.lse.ac.uk
Int ernet
"Encyclopedia of Behavioral Medicine", Springer Nature America, Inc, 2013
Crossref
d-nb.info
Int ernet
Hellen P. Gross, Julia Thaler, Vera Winter.
"Integrating Public Service Motivation in the Job-
Demands-Resources Model: An Empirical Analysis to Explain Employees’ Performance, Absenteeism, and Presenteeism", International Public Management Journal, 2018
Crossref
Ebru Arslaner, Yasin Boylu. "Perceived
organizational support, work-family/family-work
conflict and presenteeism in hotel industry", Tourism Review, 2017
Crossref
Daniela Lohaus, Wolfgang Habermann. "Presenteeism: A review
42 words — 1%
19 words — 1%
17 words — 1%
15 words — < 1%
10 words — < 1%
9 words — < 1%
9 words — < 1%
8 words — < 1%
< 1
Annexure-I
80 Vol 10 | Issue 2 | April-June 2018 | www.informaticsjournals.com/index.php/gjeis GJEIS | Print ISSN: 0975-153X | Online ISSN: 0975-1432 Workplace Presenteeism
Citation:
Amandeep Nahar Workplace Presenteeism Global Journal of Enterprise Information System. Volume-10, Issue-2, April–June, 2018. (http://informaticsjournals.com/index.php/gjeis)
DOI: 10.18311/gjeis/2018/23113 Conflict of Interest:
Author of a Paper had no conflict neither financially nor academically.
4 %
SIMILARIT Y INDEX
1
2
3
4
5
6
7
8
9
Workplace presenteeism
ORIGINALITY REPORT
PRIMARY SOURCES
Hesan Quazi. "Presenteeism", Springer Nature, 2013
Crossref
econstor.eu
Int ernet
www.mdpi.com
Int ernet
eprints.lse.ac.uk
Int ernet
"Encyclopedia of Behavioral Medicine", Springer Nature America, Inc, 2013
Crossref
d-nb.info
Int ernet
Hellen P. Gross, Julia Thaler, Vera Winter.
"Integrating Public Service Motivation in the Job-
Demands-Resources Model: An Empirical Analysis to Explain Employees’ Performance, Absenteeism, and Presenteeism", International Public Management Journal, 2018
Crossref
Ebru Arslaner, Yasin Boylu. "Perceived
organizational support, work-family/family-work
conflict and presenteeism in hotel industry", Tourism Review, 2017
Crossref
Daniela Lohaus, Wolfgang Habermann. "Presenteeism: A review
42 words — 1%
19 words — 1%
17 words — 1%
15 words — < 1%
10 words — < 1%
9 words — < 1%
9 words — < 1%
8 words — < 1%
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10
EXCLUDE QUOTES ON EXCLUDE BIBLIOGRAPHY ON
EXCLUDE MATCHES OFF
and research directions", Human Resource Management Review, 2019
Crossref
Tianan Yang, Yina Guo, Mingxu Ma, Yaxin Li, Huilin Tian, Jianwei Deng. "Job Stress and Presenteeism
among Chinese Healthcare Workers: The Mediating Effects of Affective Commitment", International Journal of Environmental Research and Public Health, 2017
Crossref
8 words — < 1
%
7 words — < 1%
Prevent Plagiarism in Publication
The Editorial Board had used the ithenticate plagiarism [http://www.ithenticate.com] tool to check the originality and further affixed the similarity index which is 04% in this case (See’ Annexure-I’ mentioned above). Thus the reviewers and editors are of view to dis- cover it suitable to publish in this Volume-10, Issue-2, April-June, 2018.
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