英文摘要 |
Heavy workload may not only cause negative effects on workers’ physical and mental health, but also may lead to productivity loss due to regressive work performance. In order to quantify the above-mentioned phenomena, “presenteeism” has recently become a subject of interest in international academic community and it refers to workers’ behavior which involves showing up in the workplace and reluctant for work even when bearing excessive physical and mental overload. International research have indicated that presenteeism will cause a huge potential loss of productivity, and such cost would be far more than workers’ absenteeism and medical expenditure; however, study on proper measurement tool and empirical examination about work stress related presenteeism has been few. By conducting a nationally sampling telephone survey in 2012, data from a total of 2,029 respondents were collected, and we had modified items related to worker behaviors under excessive work stress mainly from the WHO Health and Work Performance Questionnaire (HPQ) in collaboration with productive expert discussions. The final measurement items of presenteeism included distraction from work, making errors to be rework, and negative emotional interpersonal interactions. It was found that presenteeism was significantly positively correlated with workplace burnout and mental disturbance as well as long work hours, exempt work, responsibility to learn new things frequently, and work-family conflicts. Such result was the same after multi-regression model was used to control demographic and work variables, and the correlation pattern was similar with work-related burnout. The results of this study provide baseline data for personal adaptation to work stress among Taiwanese workers and organizational stress management assistance for better allocation of occupational health policy resources. Additionally, the emerging research agenda of presenteeism emphasizes the effects of work stress on workers’ extrinsic behavior and empirical evidence has important implications for organizational theory and practice. |