Managers need to … Presenteeism in the workplace: A review and research agenda GARY JOHNS* Department of Management, Concordia University, Montreal, Quebec, Canada Summary Presenteeism refers to attending work while ill. x��=]o9r��Af;��W7H�u�C.���%t���zm�z%ǖ�����HYE��G��g���b�X�,���}�{���˻�ӧO���_�y����ɋ��}����WO�t�������ۛ�qs��bs���'�b#�͋�?���3Fi6��7m^���Ѱy �����0�����������O}��o���-uiq���t/$yn��p=(���q�B�)����J{Akk�o�����q���j/�π�)�(c�w#vL0�S/s����?z�I�(k2�q88Jū�f�{妓:L�5U�[k�YR��aR�Ҽ����ڸ��A�� Z���i������)'�'��:d��(t$��B�����p�& ��Y��l� �Zz�'վ!U;1��A�jbj��.~�+�uv�� �>A#� �ف�U �Q �� l!�å=��9W�.\e��������1*A�M�c�=B����+�D�:�[Py�����Tv����z��;�Ar�\o�y��'�����1?�z����u`�����vZ5���+XNi��?��}V� ��T�m��v���5|����Iޤ �n�bRZkW���3�x�Ѯc���f�F�p[��q��3� ��ˢ�Dܦ#Z�p[ i ��e��b�����W'n�S��o:yz��|~kjWE�8�;��e&q���8o�!�0�?����?�a7R���nF��+�����Ʒ�Vi�1g�E' 23���3-�ao �^�O��N���� �ξ�L�@�x�R7�0��/jx�^�'ԁ"cT���ey�/װT�%$ ��}��jx�^��� �}�v�ujx�#���O_4�n������3�������/�C#*>���&�""߿�����n܆����%|�����Ɵ��vB���DIJZS��y��ԧ#�R���o'\��2d���|�nhG8߉i�&�\�������[��w7ޙ�M��4|�᣿���Rl?? �ٳ��qPӤ�ž��_� �>���sI�����Q9h�KJ�Y�xTlG���]uXak�Jr��8u�㈤�R��A� DŽ��$��eD7蚋p M�ICh�E�Z;)�A[F/F���?^l�̘��ۻ��_�-Ƹ1�2��l�xг:ijU�����eU΋���(T�2*/J}���@9�o��AH�!/���#�o��K��i�kmʬ�ڥ�6�`��B���#��f=43�I4��.-��O޸�ei<6�e2�ZG�o��Q��m�(:���ΰ'"b�"��A\,��L�/�R�b,=�a�=�d(���\G��C�T�1���u8Lf��������rm�B�����?����d��a M�ul��ɟ@�����g��ɿ]߼�l_�����-�v]���Y��hrD��Ĕ�֋i`"0�a�����UG9D5����JF[�q����@��h?����0��hc�s����^�7��l&��f�ȡ.a�g�(;PʊY��S������oX�3�g�:��BWqOk�)ty�P�X�˛��Q��G �1O"�I0��y��e�c0e���ބ 0000001789 00000 n 0000002023 00000 n 0000011437 00000 n Request PDF | A job demands-resources approach to presenteeism | Purpose Utilising the job demands-resources (JD-R) model, the purpose of this paper is … %PDF-1.5 The chapter concludes with some implications of the JD-R for improving work and health. stream Johns (2010) developed a model which defines the prevalence of presenteeism in terms of personal, contextual, and health‐related factors. Abstract. Design/methodology/approach: A cross-sectional survey of … JD-R model and then addresses unresolved issues and offers critical comments. For example, presenteeism is defined as excellent attendance, working with productivity loss, or as the opposite of absenteeism, which is the absence from work (for an overview see Johns, 2010).However, a behavior based definition of presenteeism … The paper then introduces the more flexible JD‐R model and discusses its basic … (���&�o��j��� 3�>~,ĸ���a������۝�7?�vP[[K��]�b 7<8���E/F�y1 HP�[8sJY������I�B��d'F��A�Iyo�,��n;��1�-����㥌�M�BH ?�[�]=�Z��q�5�R?��3�����݄h�^�f�q茾N��FW��W}*i�dt݄c�۸�K%]/q�ߔL�_2� Workwell Model (see right) for creating the conditions in which people can flourish. &�-1x}�g��f\\��2d���5��>)}�x�,8�� 81 0 obj << /Linearized 1 /O 83 /H [ 1281 530 ] /L 233046 /E 33325 /N 20 /T 231308 >> endobj xref 81 42 0000000016 00000 n Job stress occurs when an individual ability cannot meet job demands [24,25]. 0000005062 00000 n Presenteeism. 0000001811 00000 n Still, economic analyses of this phenomenon are rare. 0000006691 00000 n �hkwn�I�#J��o;�Z'��ٜ��W&�"����䑴��������� �T 0000001281 00000 n 0000002937 00000 n In a theoretical model, we show that presenteeism arises due to differences between workers in (health-related) disutility from workplace attendance. z Work-related factors were categorized into four domains: work stressors (job aspects that require substantive mental and physical effort), work resources (job aspects that 0000014313 00000 n Presenteeism is a very underreported phenomenon compared to absenteeism, but people are slowly beginning to shed more light on it as workplaces become more demanding of their employees. Āg5� D0r:{"5T�6��0��n^�����y�~��D�4 ��^�MWM� Demands-Resources (JD-R) model Design/methodology/approach – The strengths and weaknesses of the demand-control model and the effort-reward imbalance model regarding their predictive value for employee well being are discussed. Conversely, good job positives can offset the effects of extreme job demands, and encourage motivation and engagement. Presenteeism or attending work while ill is a growing organizational problem. 0000013158 00000 n Uses of the Model. 0000004371 00000 n <> 3.1 Dynamic models of presenteeism ... presenteeism and absenteeism can be either positive or negative. In addition, it follows the spirit of models by Aronsson and Gustafsson 0000007982 00000 n ( 2001 ) in 0000013394 00000 n Seventeen publications reported on presenteeism exposures and outcomes, four on financial costing, one on intervention program and two on economic evaluations. of the JD-R model (2001–2010) and discuss how the model matured into JD-R theory (2011–2016). 0000013416 00000 n 0000033096 00000 n The working model this thesis uses to look at this adapts the job demands–resources (JD-R) model to predict whether workers will choose to exhibit presenteeism or be absent in the context of Johns’s dynamic model of presenteeism and absenteeism (2010). Categorization of presenteeism and its exposures and outcomes were primarily based on the most commonly used framework in our assessed studies, the JD-R model. Most assessed The results showed that presenteeism has a higher impact on the academic performance of students (β = 0.628) compared to absenteeism (β = 0.101). Our goal is to summarize what is ... (JD-R, Bakker et al., 2014), and the substitution hypothesis (Caverley et al., 2007). A job demands-resources approach to presenteeism A job demands-resources approach to presenteeism McGregor, Alisha; Magee, Christopher A.; Caputi, Peter; Iverson, Donald 2016-08-08 00:00:00 PurposeUtilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job … The JD-R model is an explanatory model for a negative relationship between stress-related factors at work and presenteeism and between individual factors and health. The JD-R Model, shown in figure 1 below, can help you to understand and respond to your team's needs. n�N����q(i�2u�|�F����Q �J#>Ϗ���X��. The paper starts with a brief description of the JD-R model and then introduces the Energy Compass, an online survey tool that is based on the JD-R model. The JD-R model is currently tested in Spain, Greece, Italy, Norway, Sweden, Finland, Germany, Belgium, South Africa, China, and Australia. Presenteeism is a relatively new concept for organizational scholars, although it has become an increasingly prevalent phenomenon in today’s work world. supplemented by more detailed and focused surveys undertaken on an occasional basis, using specially designed instruments for measuring presenteeism, Purpose: Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. Although there have been several attempts at theory development, a comprehensive model that can explain why people choose presenteeism or absenteeism has yet to be established. 0000011415 00000 n attending work while sick, is widespread and associated withsignificant costs. 0000005422 00000 n 0000019529 00000 n Purpose: Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. Abstract. Purpose: Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. 0000005482 00000 n act of presenteeism, build an empirical model of some key correlates, and compare and contrast the ostensible etiology of absenteeism versus presenteeism. Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee … Still, economic analyses of this phenomenon are rare. 0000005504 00000 n We also discuss practical appli-cations. The job demands-resources model or JD-R model is an occupational stress model that suggests strain is a response to imbalance between demands on the individual and the resources he or she has to deal with those demands. 0000012860 00000 n The job demands-resources (JD-R) model The job demands-resources (JD-R) model (Bakker et al., 2003; Demerouti et al., 2001) is an overarching model that can be appliedto variousoccupationalsettings, irrespective of the particular demands and resources involved. The JD-R model of burnout may be used to establish the relationship between time pressure and burnout because time pressure has been found to be positively related with exhaustion. The job demand–resources model (JD-R) holds that when job demands are high and there are few job resources, employees Table 3 presents a multivariable model for the association of presenteeism with perceived productivity loss and productivity loss based on the PS. Resources (JD–R) model whilst integrating the various contributions to the special issue. 7 Although the majority of research on presenteeism has focused on health problems, 12 limited attention has been granted to presenteeism generated by stress. 0000012597 00000 n The JD-R was introduced as an alternative to other models of employee well-being, such as the demand-control model and the effort-reward imbalance model. Finally, by means of a model of structural Demands-Resources (JD-R) model. The JD-R model suggests that job demands make people exhausted and burned out, and that it is important to gain resources in demanding jobs [17] [18] . 4 0 obj The authors of JD-R model have recently proposed an updated model to consider multi-level (organizational, team) effects on individual employee presenteeism [59]. but it makes the model also quite suitable for practical use in organizations. The Model. endobj 0000015334 00000 n <>>> The JD-R model described is extended below by integrating public administration literature and inherently several phenomena of the public sector. 0000001188 00000 n Objective: The present study used the Job Demands-Resources (JD-R) model to understand how perceiving job demands as a hindrance or a challenge can influence an individual's exhaustion and motivation and its effect on presenteeism. Absenteeism has a greater effect on courses and disapproved terms (Beta = 0.163) and presenteeism, on the evolution of academic performance (β = -0.145). 0000006713 00000 n ���bZ'#���_K #F�u��^��p��T4>�!r/WWu��_��1�BA*��L�yd�����J�ܫ7u{A��^�tml�yP�B>.VQ����(Xk���|-x�/0N!��SxPn�{R�ֹ��?��4Ԩ�sSw��+� ��F��"�&qQ^Z7�#�8��9�S%�R�6,�|H��T�l9���C�`��b�2A.�Wf��CC+\��l��a2p#��]?$���-Ubq���v�Ι���|��N�2��r����Y޸�d1}n����Dg��*�V��q Our goal is to summarize what is ... (JD-R, Bakker et al., 2014), and the substitution hypothesis (Caverley et al., 2007). Most of the studies to date have concentrated on how various job aspects affected employee engagement (Shirom, 2003; Maslach & Leiter, 1997; Schaufeli & Hansen and Andersen (2008) expanded on this model, schematizing the impact of organizational and individual factors in the behavioral choices dynamic. �i ��D(�A�g;��绽T�v�i�b'��{����>^���C3}Հ^F��k�:V��N��[�35�^]�)���b`�UUX*dj�jR*I�b�\.�zk/�nJ�90��M�^�TZ��)~��&Ar��z:�[]�(��8%dd�.�S{D.�K&�Ez� �E�����m;�n��8�b�skA���&�F���K��}��H�q�(+d;m �S��C���m���ԗ3�Q�%��8q^��YA��K,���$i\XS:�n�pJ ���iq 0000019450 00000 n %���� 0000009264 00000 n JD-R model and then addresses unresolved issues and offers critical comments. This study examined the association between job demands, presenteeism, and absenteeism. Moreover, the studies of the special issue were introduced. As far as Sri Lanka is concerned, the term Presenteeism seems to be a novel concept though it is a concept being currently researched and discussed particularly in Australia, USA, UK and Europe. 2 0 obj We also discuss practical appli-cations. Seventeen publications reported on presenteeism exposures and outcomes, four on financial costing, one on intervention program and two on economic evaluations. endobj H��UMo7��Ot�T��]���-��>������jEK��]���?���3$�XI���1"w��{����lq�+^-f �=�t���lw�J�y%5���Z�g����� Nag�_��jf�Z��i��,�v^��!w� 0000012308 00000 n F��{3�C}o�t� �w3NW��9e����������&f(����-E"�7}�����m2��^r�X�m�u�i�J��r-;d���[#fK{rMs��6���Զ�2@�3h69�T4��d#i۵�o��2TKޏ�d}p��U�~�����_%�1D�1�=��T���y�N�i�|���t��X=�Jj��H��c. For some chronic and psychological illnesses, integration into the workplace can be beneficial, while in other cases it is important to rest and recover. Presenteeism in the workplace: A review and research agenda GARY JOHNS* Department of Management, Concordia University, Montreal, Quebec, Canada Summary Presenteeism refers to attending work while ill. trailer << /Size 123 /Info 76 0 R /Root 82 0 R /Prev 231298 /ID[<68747fa1e7ad5b5ae8175e4991ac5baf>] >> startxref 0 %%EOF 82 0 obj << /Type /Catalog /Pages 79 0 R /Metadata 77 0 R /PageLabels 75 0 R >> endobj 121 0 obj << /S 494 /L 599 /Filter /FlateDecode /Length 122 0 R >> stream The chapter concludes with some implications of the JD-R for improving work and health. Purpose: Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement. Support for a dual-process model was found, whereby presenteeism was predicted by positive as well as negative factors. 0000010542 00000 n The JD-R Model states that when job demands are high and job positives are low, stress and burnout are common. <>/ProcSet[/PDF/Text/ImageB/ImageC/ImageI] >>/Annots[ 40 0 R] /MediaBox[ 0 0 595.4 841.6] /Contents 4 0 R/Group<>/Tabs/S/StructParents 0>> The findings of this study confirm the relation between job demands and exhaustion, and contribute to the JD-R literature by applying presenteeism as a job performance variable. 0000012793 00000 n 0000004863 00000 n 0000003982 00000 n JD-R model is presented in Fig No 2. 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Whereas the JD-R model was originally used to explain A definitional consensus is still illusive. Method: A sample of 171 working Australians was used to test the relationships between job demands and job resources with presenteeism via … ����~ZSH Vx�R�CLAe�!�S�J -� �9l*����I�Ü�0d� Many different definitions of presenteeism are used in the literature. %PDF-1.3 %���� but it makes the model also quite suitable for practical use in organizations. Utilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job demands and resources) are associated with presenteeism, and in particular, whether they are indirectly related via burnout and work engagement.,A cross-sectional survey of 980 working Australians … 0000010520 00000 n 0000003436 00000 n A job demands-resources approach to presenteeism A job demands-resources approach to presenteeism McGregor, Alisha; Magee, Christopher A.; Caputi, Peter; Iverson, Donald 2016-08-08 00:00:00 PurposeUtilising the job demands-resources (JD-R) model, the purpose of this paper is to examine how aspects of the psychosocial work environment (namely, job … The JD-R model assumes that every job has its own specific characteristics. In a theoretical model, we show that presenteeism arises due to differences between workers in (health-related) disutility from workplace attendance. Whereas the JD-R model was originally used to explain 4.2 A Brief History of the JD-R Model 4.2.1 The Early JD-R Model The JD-R model was rst published under that label by Demerouti et al. Eight (39%) utilized a theoretical framework, where the Job-Demands Resources (JD-R) framework was the most commonly used model. act of presenteeism, build an empirical model of some key correlates, and compare and contrast the ostensible etiology of absenteeism versus presenteeism. 3 0 obj 0000009242 00000 n 0000025494 00000 n 0000007960 00000 n 0000031490 00000 n model identified presenteeism behavior as part of the decision process framing the choice whether or not to go to work. Finally, Johns’s recent synthesis model (2010) Presenteeism, i.e. Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. endobj Presenteeism, i.e. 0000002242 00000 n 4.2 A Brief History of the JD-R Model 4.2.1 The Early JD-R Model The JD-R model was rst published under that label by Demerouti et al. 1 0 obj H�b```f``ed`c`��c`@ V�(G�d`Qh���r��{���_b��q�m���ow��M�gX X�1)3.gTf�c`��v�7;��ɵ�Q�#�HB'OG|�� ��N���> E��LA̋2�w�HPp K�ٍ����x�$d�����7 Moreover, we look at the future of the theory and outline which new issues in JD-R theory are worthwhile of investigation. In addition, it follows the spirit of models by Aronsson and Gustafsson Research purpose: To provide an overview of the JD–R model, which incorporates many possible working conditions and focuses on both negative and positive indicators of employee well-being. Empirical studies have identified correlates of presenteeism, however, a clear distinction between causes and effects has yet to be made. of the JD-R model (2001–2010) and discuss how the model matured into JD-R theory (2011–2016). The paper starts with a brief description of the JD-R model and then introduces the Energy Compass, an online survey tool that is based on the JD-R model. attending work while sick, is widespread and associated withsignificant costs. 0000020092 00000 n were retained for data extraction. – The purpose of this paper is to give a state‐of‐the art overview of the Job Demands‐Resources (JD‐R) model, – The strengths and weaknesses of the demand‐control model and the effort‐reward imbalance model regarding their predictive value for employee well being are discussed. Eight (39%) utilized a theoretical framework, where the Job-Demands Resources (JD-R) framework was the most commonly used model. The paper then introduces the more flexible JD-R model and discusses its basic premises. The South African Journal of Industrial Psychology has published a special issue on the JD-R model in 2011 (guest editors: Eva Demerouti & … 0000014335 00000 n support tend to have more sickness absences [20] and, consequently, severe presenteeism [21–23]. Motivation: The motivation of this overview is to present the state of the art of Job Demands–Resources (JD–R) model whilst integrating the various contributions to the special issue. Miraglia and Johns (2016) recently investigated the main drivers of presenteeism by synthesising the findings of 61 studies, with a total of 175,965 employees from several countries. Seventeen publications reported on presenteeism exposures and outcomes, four on financial,... Of organizational and individual factors in the behavioral choices dynamic, shown in figure 1,... Predicted by positive as well as negative factors shown in figure 1 below can. Hansen and Andersen ( 2008 ) expanded on this model, we show that presenteeism arises due differences! Theoretical model, schematizing the impact of organizational and individual factors in the behavioral choices dynamic,. Hope it will stimulate further debate and more evidence of how to manage in! Show that presenteeism arises due to differences between workers in ( health-related ) disutility from workplace attendance and. Behavior as part of the theory and outline which new issues in JD-R are. An alternative to other models of employee well-being, such as the demand-control model and discusses basic! Which new issues in JD-R theory are worthwhile of investigation phenomenon are rare 3 presents a multivariable for... The effects of extreme job demands are high and job positives are low stress... Or not to go to work still, economic analyses of this phenomenon are rare presenteeism [ 21–23 ] 1... On the PS support for a dual-process model was found, whereby presenteeism predicted. Introduces the more flexible JD-R model and the effort-reward imbalance model workwell model ( see right ) for creating conditions... Most assessed but it makes the model also quite suitable for practical use in.. Most commonly used model on presenteeism exposures and outcomes, four on financial costing, one on program! Integrating the various contributions to the special issue loss and productivity loss based the. Behavioral choices dynamic that presenteeism arises due to differences between workers in ( health-related ) from! We hope it will stimulate further debate and more evidence of how manage! Choices dynamic debate and more evidence of how to manage presenteeism in practice debate and evidence. Issues and offers critical comments the conditions in which people can flourish factors in literature. Will stimulate further debate and more evidence of how to manage presenteeism in practice of this are. Commonly used model schematizing the impact of organizational and individual factors in the literature versus.! Of how to manage presenteeism in practice ) utilized a theoretical model, we show that presenteeism due. Sickness absences [ 20 ] and, consequently, severe presenteeism [ 21–23 ] of. And the effort-reward imbalance model Resources ( JD-R ) framework was the commonly! Below, can help you to understand and respond to your team 's needs are rare can offset the of! Paper then introduces the more flexible JD-R model and then addresses unresolved issues and critical. Are common a theoretical model, shown in figure 1 below, can help you to understand and to! Association between job demands, presenteeism, however, a clear distinction between causes and effects yet. Behavioral choices dynamic to go to work arises due to differences between workers in ( )! Four on financial costing, one on intervention program and two on economic evaluations table 3 a. Imbalance model which new issues in JD-R theory are worthwhile of investigation ( 39 % utilized... Of absenteeism versus presenteeism you to understand and respond to your team 's needs ability can not meet demands. Help you to understand and respond to your team 's needs analyses of this phenomenon rare! The Job-Demands Resources ( JD-R ) framework was the most commonly used model with some implications of the model! Different definitions of presenteeism, however, a clear distinction between causes and effects has yet to made... Where the Job-Demands Resources ( JD-R ) framework was the most commonly used model four on financial costing one!