Absenteeism is the single most important cause of lost labour time, yet it has received much less scholarly attention than more dramatic forms of industrial disruption, such as strikes. Arguing that any explanation of absence rates must take into account the interests of both employers and employees, this book constructs a model of the markets for absence and sick pay. These are not independent since sick pay affects workers' incentives to be absent, and absences affect employers' willingness to pay sick pay. The book reviews the available empirical evidence relating to both markets, stressing the importance of careful identification of the effect of the price of absence on demand, since this is a crucial quantity for firms' policies. It concludes by discussing the implications of the model for human resources management, and for the role of the state in sick pay provision.

Coming to work sick may do more harm than staying home - for the employee, the team, and the firm. Whilst the cost of absenteeism in organizations has been widely acknowledged and extensively examined, the counter-issue of 'presenteeism' has only recently attracted scholarly attention as a phenomenon that harms employee wellbeing, disrupts team dynamism, and damages productivity. This volume brings together leading international scholars from diverse scientific backgrounds, including occupational psychology, health, and medicine, to provide a pioneering review of the subject. International in scope, the collection incorporates both Western and East Asian perspectives, making it an informative resource for multinational companies seeking to formulate human resource strategies and better manage their culturally diverse workforce. It will also appeal to scholars and graduate students researching human resource management, organization studies, organizational health, and organizational psychology.

From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together

This work presents a summary of research evidence on links between work, health and disability. Across two sections it summarizes updated knowledge on adverse effects of distinct occupational hazards, and it covers concerns with employment opportunities or restrictions. The handbook delivers an overview of material and psychosocial factors as occupational hazards on working people’s physical or mental health that may result in functional impairment and disability. This knowledge can be instrumental in strengthening efforts of professionals and other stakeholders to promote health-conducive working conditions and prevent work-related disability risks. It also covers concerns with employment opportunities or restrictions of persons with physical or mental health problems and disability. This field of interdisciplinary research has grown with a broad range of solid new findings that can have favorable impact on work disability prevention and the practice of medical and vocational rehabilitation. Prominent experts discuss this evidence for major manifestations of physical and mental health problems and disabilities. As a further innovative feature, this handbook integrates biomedical, psychological, and sociological knowledge on major aspects of the links between work, health and disability. It is therefore of interest to students and professionals in related disciplines, as well as for stakeholders involved in the prevention of work disability and rehabilitation into paid work. In times of an increasingly aging work force with elevated risks of reduced health and work functioning, this knowledge can contribute to turning the threats associated with disability into opportunities. This handbook supports the overall aim of enabling persons with (chronic) health problems and disability to participate in work and social life.

This volume investigates the relationship between a nation's health policies, employee health, and the resulting labor market outcomes. Containing nine original and innovative articles, it is a fundamental text for anyone interested in labor economics.

Why is it that more and more people like their work, but can no longer support the conditions under which they must practice it? What is impeding the improvement of occupational health and organizational effectiveness? The authors share their knowledge of the missing pieces that are preventing these improvements to the workplace.

Sick Note shows how the question of 'who is really sick?' has never been straightforward and will continue to perplex the British state. Sick Note is a history of how the British state asked, 'who is really sick?' Tracing medical certification for absence from work from 1948 to 2010, Gareth Millward shows that doctors, employers, employees, politicians, media commentators, and citizens concerned themselves with measuring sickness. At various times, each understood that a signed note from a doctor was not enough to 'prove' whether someone was really sick. Yet, with no better alternative on offer, the sick note survived in practice and in the popular imagination - just like the welfare state itself. Sick Note reveals the interplay between medical, employment, and social security policy. The physical note became an integral part of working and living in Britain, while the term 'sick note' was often deployed rhetorically as a mocking nickname or symbol of Britain's economic and political troubles. Using government policy documents, popular media, internet archives, and contemporary research, Millward covers the evolution of medical certification and the welfare state since the Second World War, demonstrating how sickness and disability policies responded to demographic and economic changes - though not always satisfactorily for administrators or claimants. Moreover, despite the creation of 'the fit note' in 2010, the idea of 'the sick note' has remained. With the specific challenges posed by the global pandemic in the early 2020s, Sick Note shows how the question of 'who is really sick?' has never been straightforward and will continue to perplex the British state.

Presenteeism presents the important issues related to the nature and extent of presenteeism and cited examples from different studies. The book discusses in depth why employees come to work despite being sick, strategies to manage presenteeism behavior and who should be taking the lead in managing such employee behavior.

Offers practical advice and suggests steps you can take to help employees following injury, ill health or the onset of disability. This book aims to help you reduce sickness absence, improve competitiveness and the productivity of your business, as well as protecting the well-being of your employees. It is suitable for employee representatives.