Presenteeism climate

Presenteeism climate, as linked to the individual practice of presenteeism, has been a rising research topic in the literature (Ferreira et al., 2015; Ferreira et al., 2017; Gosselin et al., 2013). Presenteeism is more usual in organizations that promote or have features such as co-worker competitiveness, difficulty of replacement and extra-time valuation (Ferreira et al., 2017). With all these features contributing to a presenteeism climate in the workplace, it follows that it is the result of the beliefs and values regarding certain features of the organization, and also of society pressuring employees to attend work despite suffering from health problems (Ferreira et al., 2017). Thus, a presenteeism climate is a multidimensional construct, and the pressure to be present at work can increase the levels of job-related stress, which can result in productivity

Workplace flexibility and productivity 51 losses (Johns, 2010; Koopman et al., 2002). Despite these evidences, the influence of a climate of presenteeism on employee behaviour remains to be explained, especially regarding its impact on leaders and co-workers.

Presenteeism climate is directly influenced by an organization’s environment, in so far as it is the responsibility of companies to make explicit which health conditions are acceptable for employees to be present or absent from work (Ferreira et al., 2015). Studies indicate that employees may feel pressured to engage in presenteeism behaviours in situations where they think their colleagues would be affected if they call in sick (Nielsen & Daniels, 2016). There are a lot of factors that contribute to workers being present despite adverse health conditions: competitiveness within the organization, major responsibilities at work; preoccupations with career and performance; and lack of support from leaders (Ferreira et al., 2015; Koopman et al., 2002). Therefore, presenteeism is more common in organizations where employees and leaders feel there is pressure to go to work while ill, contributing to a presenteeism climate (Ferreira et al., 2017). The reciprocal influence between supervisors and employees, and between employees and co-workers can have a determinant role in shaping employee behaviours and productivity (Aronsson & Gustafsson, 2005; Hunter, Ansari & Jayasingam, 2013; Luksyte, Avery & Yeo, 2015).

When an employee is suffering from a health problem, s/he often has to decide to stay away from work, engaging in a sickness absence behaviour, or to continue to attend work, engaging in a sickness presence behaviour (MacGregor & Cunningham, 2018). Since organizations can encourage the existence of some conditions that promote a presenteeism climate within them, encouraging flexible work environments could be a way for managers and human resources (HR.) departments to reduce the negative consequences of a presenteeism climate in the workplace. Giving the reciprocal influence between managers and employees, encouraging managers to work flexibly themselves can be a starting point, since they can act as role models (Clarke & Holdsworth, 2017).

Moreover, social support from supervisors and co-workers can result in flexible arrangements that can help to reduce the pressure on employees to go to work while sick (Gosselin et al., 2013; MacGregor & Cunningham, 2018). For example, a growing number of organizations are providing tools to allow employees to work from home, which often makes workers feel more productive and creates a more positive attitude towards work, promoting a better work-life balance (Clarke & Holdsworth, 2017).