presenteeism, psychological health and workplace ...€¦ · 15/06/2020 · presenteeism,...
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Presenteeism, Psychological Health and Workplace Performance during the Pandemic
Caroline Biron, Ph.D. Full professorDirector – Center of expertise in occupational health & safety management (cgsst.com)Researcher - Centre de recherche en santé durable/Sustainable health research center - VITAMManagement Department, FSA ULaval
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1. Develop knowledge that promotes prevention in organizational health and occupational health and safety
2. Support organizations and individuals who wish to improve these dimensions of their work environment
To participate in our studies: cgsst.com
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The development and execution of our research and knowledge transfer activities would not be possible without the valuable collaboration of our partners. A special thank you to our main partner: La Capitale.
Our partner :
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Research team• Project funded by the Social Sciences and Humanities Research Council of Canada (SSHRC)
• Co-researcher : Claude Fernet, Full Professor, Université du Québec à Trois-Rivières (UQTR)
• Collaborator : Maria Karanika-Murray, Associate Professor, Nottingham Trent University, United Kingdom
• Statistician: Hans Ivers, Statistika Consultants
• In partnership with the SOM firm for the data collection: Thank you to all our participants!
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Webinar in collaboration with:
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© Caroline Biron
Conclusions1. To treat psychological distress, we must not only treat the
individual: we must treat the company and treat the work itself.
2. Creating sustainable, quality jobs: Now more than ever. Don't wait until later.
3. A shared responsibility:I – IndividualG - GroupL - LeadersO – Organization
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Objectives1. Describe psychological health in the workplace during lockdown 2. Describe work performance during lockdown3. Describe presenteeism4. Identify avenues for intervention
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During the pandemic
“Corona-coasterThe ups and downs of your mood during the pandemic : one minute you like confinement, and the next, you're crying with anxiety”. • Anxiety related to
deconfinement• Deteriorating mental health• Telework: A new reality for many• Presenteeism
https://www.heart.co.uk/news/coronavirus/hilarious-list-lockdown-lingo/
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3 schools of thought to define presenteeism
European School
• “Presenteeism as the behaviour of working while ill” (Ruhle et al. 2019)
• Attempt to understand the decision-making process
North American School
• Productivity losses associated with working while ill
• Attempt to quantify costs
• Controversy: Presenteeism is defined by its consequences
Non-work related presenteeism
• Expand the concept of presenteeism to include non-health-related productivity losses.
• Personal activities during working time
• Controversy: is it deviance, boredom, disengagement?
Ruhle, S. A., Breitsohl, H., Aboagye, E., Baba, V., Biron, C., Correia Leal, C., . . . Yang, T. (2019). “To work, or not to work, that is the question” – Recent trends and avenues for researchon presenteeism. European Journal of Work and Organizational Psychology, 29(3), 344–363. doi:10.1080/1359432X.2019.1704734
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Prevalence in the Quebec labour force (2008)
• Short-term presenteeism: 40% of Quebec workers do between 1 and 9 days a year
• Long-term presenteeism: Nearly 15% do 10 or more days a year
Vézina et al. 2011
Presenteeism: Working while ill
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Causes of Presenteeism• Environmental: cultural norms, economics, politics
• Organisational: strict absenteeism policies, labour shortages, job insecurity
• Work-related: overload, difficulty to get a replacement, lack of support from supervisor, having clients/patients/employees, fear of letting colleagues down, team culture
• Individuals: over-commitment (workaholics), financial difficulties, lifestyle, work ethic
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Negative consequences
Absenteeism• Short/Long-term
Presenteeism• Decrease in quality• Accidents• Exhaustion• Customer dissatisfaction• Stress and frustration for colleagues• Health is deteriorating• Greater risk of absenteeism within 2
years
Present and sick today = exhausted, even sicker and absent tomorrow
Kivimaki 2005, Berström 2009, Skagen & Collins 2016
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WORK IS GOOD FOR YOUR HEALTH... ...it's badworking conditions that can be harmful to your health...
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...yet there are several positive reasons for presenteeism
• Supporting a gradual return to work
• Motivation, sense of accomplishment, performance-related self-esteem
• Reducing workload burden on colleagues during absence
• Reducing economic deprivation due to long-term absences (uninsured, self-employed, contract workers)
• Reduce anxiety of losing control on accumulated workloads
• Showing our commitment to work
• Avoiding a difficult situation at home
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Presenteeism as an attempt to balance health and performance
Research to date:
• Considers the number of days of presenteeism, regardless of the degree of health/work performance impairment
• Fails to consider that, in certain contexts, presenteeism could be positive.
Health-Performance Balance: Allows to start untangling the types of presenteeism that different configurations of health and performance can produce
Karanika-Murray, M., & Biron, C. (2019). The health-performance framework of presenteeism: Towards understanding an adaptive behaviour. Human Relations, 001872671982708. doi:10.1177/0018726719827081
Photos : Passeportsante.net
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Typology of presenteeismDoes not apply (person is healthy)100%
Hea
lth
0%
Work Performance100%
Therapeutic presenteeism Functional presenteeism
Does not apply (person is sick and absent)
Dysfunctional presenteeism Overachieving presenteeism
Work performance Karanika-Murray, M., & Biron, C. (2019) https://doi.org/10.1177/0018726719827081
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Situation in Quebec during confinement Methodology
• Data collected by the SOM firm between April 30 and May 7, 2020
• Web panel representative of the Quebec population
• N= 1259 respondents
• Only those who had worked in the past 7 days were surveyed.
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Sample characteristicsCharacteristics
%
Gender WomenMen
5446
Age groups
20-2425-4445-6465+
3.253.939.43.4
Education Sec 5 or lessCollege
UniversityDoes not answer
36.725.437.40.5
Characteristics %
Sector Public administration (mun., prov., fed.) 14.6Private sector 34.2Health care/social welfare 13.3Emergency services (fire, police, ambulance)
1.5
Other services open to the public 13.9Other 22
Job type Middle/Senior Manager 9.1
Line Manager 6.7
Professional 27.3
Administrative or clerical staff 14.7
Technician 11.5
Trade 9.1
Other 20.6
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Teleworking
Last 7 days OrdinarilyTeleworking 17h 5hIn the workplace 19h 33hTotal 36h 38h
38% teleworking only and full time
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"In the past month, how often have you felt? »
Nervous Hopeless Worthless So depressed that nothing
could cheer you up Everything was an effort Restless of fidgety
Source : EQCOTESST (2011)
The Kessler Distress Scale is the sum of the answers provided to the questions : Never (0) Rarely (1) Sometimes (2) Most of the time (3) All the time (4)Overall score from 0 to 24
Indicators of psychological distress
13
7High
Kessler
6questions
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Indicators of psychological distress
• Overall score ≥7 :• Threshold recognized in the literature for its ability to predict the
probability of developing a more serious pathology• Corresponds to the value of the top quintile of the 2008
EQSP(Québec Population Health Survey) distribution.• Threshold used in Québec Population Health Survey 2014-2015 for
reasons of comparability
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Proportion of people reporting a high level of psychologicaldistress (at risk of or having developed a more serious condition)
23.9
32.6
40.6
55.5
0
10
20
30
40
50
60
Male FemaleQuebec population in 2014-2015
Biron et al. (N = 1259 workers in Québec between April 30 andMay 7 2020) Average = 48%
% high distress
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High distress (%) by employment sector
45
42
61
29
51
55
0 10 20 30 40 50 60 70
Public administration(municipal/provincial/fédéral)
Private
Health/social services
Emergency (firefighters, police,ambulance)
Essential services opened to the public
Others (teachers, restaurants, drivers,arts, etc.)
% détresse élevée
p<.0001
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Sleep problems
No problem25%
Weak intensity 39%
Moderate intensity
25%
High intensity11%
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High psychologique distress and sleep problems
22
48
61
84
0
10
20
30
40
50
60
70
80
90
100
No problem Weakintensity
Moderateintensity
Highintensity
% high psychologicaldistress
p<.0001
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Perception of work performance (10=best possible performance)
7/10 and less30%
8/1027%
9 ou 10/1043%
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High Distress and Perception of Job Performance
34%
53%
65%
0%
10%
20%
30%
40%
50%
60%
70%
Performance9/10 or 10/10
Performance8/10
Performance7/10 or less
% high psychologicaldistress
p<.0001
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Presenteeism (working while ill)
Aucun, 63%1-3 days,
14%
4-7 days, 23%
Number of days of presenteeism during past week
37%
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Presenteeism and teleworking
63
13
25
59
14
26
0
10
20
30
40
50
60
70
80
90
100
Aucunprésentéisme
1 à 3 jours deprésentéisme
4+ joursprésentéisme
Travail en présentiel Télétravail
%No significantdifference
You can do presenteeism whileteleworking
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Breakdown by type of presenteeismPresent and healthy (not presenteeism)100%
Hea
lth
0%
Work Performance100%
Therapeutic
16%
Functional
32%
Sick and absent
Dysfunctional
30%
Overachieving
22%
From : Karanika-Murray & Biron 2019
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Whose responsibility is it? IGLO
Individual Group
Leader Organisation (Governance)
Psychosocial risks, psychological health, presenteeism
Nielsen et al. 2017
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What senior management can do (O)
"Shared Perceptions of Policies, Practices and Procedures for Protecting the Psychological Health
and Safety of Workers".
Values - balance between productivity and workers’ health
32Dollard and Bakker 2010
Psychosocial safety climate: The cause of the causes of stress at work
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Psychosocial safety climate
Management commitment
Senior management acts quickly to
correct problemsand situations that affect the psychologicalhealth of the
staff
PrioritySenior
management considers the psychological
health of staff to be as important as productivity.
CommunicationInformation regardingworkplacewellness is
regularly sent to me by myimmediatesupervisor.
ParticipationIn my
organization, stress
preventioninvolves all levels of the hierarchy.
33Hall, G. B., Dollard, M. F., & Coward, J. (2010). Psychosocial Safety Climate: Development of the PSC-12. International Journal of Stress Management, 17(4), 353-383. doi:Doi 10.1037/A0021320
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Psychosocial safety climate
34Hall, G. B., Dollard, M. F., & Coward, J. (2010). Psychosocial Safety Climate: Development of the PSC-12. International Journal of Stress Management, 17(4), 353-383. doi:Doi 10.1037/A0021320
Management commitment
Senior management show support for stress preventionthrough involvementand commitment
PrioritySenior management considers employeepsychological healthto be as important as productivity
Communication Information about workplacepsychological well-being is alwaysbrought to myattention by mymanager/supervisor
Participation and involvementParticipation and consultation in psychological healthand safety occurswith employees’, unions and healthand safetyrepresentatives
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Psychosocial safety climate, psychological distress, and performance at work
61
3637
48
0
10
20
30
40
50
60
70
% high distress High performance at work (9 et 10/10)
Weak psychosocial safety climate Strong psychosocial safety climate
24 % in the proportion of people reporting high levels of distress
12%increase of high-performingworkers
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What Leaders (L) Can Do - Psychosocial Risks and % Reporting High Distress
58
40
6255
42
60
3844
0
10
20
30
40
50
60
70
Social supportsupervisor
Workload Recognition Job control
Low High
% High Distress
16% decrease 20%
decrease24% decrease
11% decrease
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Resources for Action (in French)https://www.inspq.qc.ca/publications/2371
https://www4.fsa.ulaval.ca/la-faculte/le-carre-des-affaires/catalyse/
Resources in English: https://www.canada.ca/en/government/publicservice/covid-19/manage-psychosocial-risks.html
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What we can do collectively (G) - Co-worker support and % reporting high levels of distress
56
3742
47
0
10
20
30
40
50
60
% high distress % de haute performance (9 ou 10/10)
Weak social support (collegues) Strong social support (collegues)
14% decrease in the proportion of people reporting high distress
10%increase in high-performance workers
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Idle time : an unexpected protection factor
A colleague, talking about the discussions around the coffee machine: "What is sad is that, in our accounting view of things, these moments are a waste of time: they will not contribute to any performance index...These moments are worth their weight in gold...I can think of several striking words that encouraged me, supported me, made me see another point of view; words that highlighted the safety net that exists between me and the cliff. These words were all spoken, without agenda or objective, around the coffee machine" (Belleville, Spultin 2020).
"For many, it is perceived as "wasteful" when in fact it is an essential element of psychological health and well-being in the workplace. We are not robots, at least not yet, and we have needs, even in a professional context. (Truchon 2020)
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© Caroline BironForesight 2008 https://whatworkswellbeing.org/blog/five-ways-to-wellbeing-in-the-uk/
Connect…Be in touch with the people around you. Family, friends, colleagues, neighbours. At work, at home, at school or in yourcommunity. Think about investing time to develop theserelationships. Build relationships that will provide support and enrich your life.
Be active…Go for a walk or a run, ride your bike, garden, go dancing. Exercise isa great way to stay physically and mentally healthy.
Be mindful…Be curious, notice things around you. Notice the seasons, the presentmoment, the world around you.
Continue learning…Try something new. Rediscover old hobbies. Set yourself a goal you'll be happy to achieve.
Invest yourself…Do something nice for a relative, for a stranger. Say thankyou to someone. Volunteer. As the saying goes, "Charitybegins at home", so take time for yourself too.
What we can do individually (I)
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Conclusions1. To treat distress, we must not only treat the individual: we
must treat the company and treat the work itself.2. Creating sustainable, quality jobs: Now more than ever. Don't
wait until later. 3. A shared responsibility:
I – IndividualG - GroupL - LeadersO - Organization
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On a positive note: a message from the fairies
Thank you !