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Absenteeism is an issue that has grown in importance over the past few years; however, little has been done to explore the impact of presenteeism on individual and organisational performance and well‐being. This article is based on interviews collected in nine case study organisations in the UK. Two sector organisations (one private and one public) were studied to examine absence management and a conceptual model of presenteeism, with further illustration provided using data from the other seven case studies. This enabled a pattern of presenteeism to emerge, along with the contextual and individual factors which impact on it. In addition to previous research, we found that presenteeism is a complex ‘problem’ and that it is not a single one‐dimensional construct, but is continually being shaped by individual and organisational factors. In addition, we found that performance and well‐being are more closely related to the organisational reaction to presenteeism and absenteeism, rather than the act itself.
Baker‐McClearn et al. (Tue,) studied this question.