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Organizations offering line manager training in mental health and presenteeism: a secondary data analysis of organizational-level data

Journal: Journal of Occupational and Organizational Psychology

Date: 2024

Author: Teixiera Dulal-Arthur, Juliet Hassard, Jane Bourke, Maria Wishart, Craig Bartle, Stephen Roper, Vicki Belt, Stavroula Leka, Nick Pahl, Louise Thomson, Holly Blake

Abstract:
Presenteeism (working while ill) due to mental ill-health is estimated to be one of the largest economic costs to employers. We seek to investigate the relationship between line manager training in mental health (MH) and presenteeism trends at work. The aim of this study was twofold: (i) to examine the relationship between the provision of a new and emerging workplace MH and wellbeing (MH&WB) initiative - line manager (LM) training in MH - and presenteeism as reported by organisations, and (ii) to examine the reasons for presenteeism, and organisational-level strategies used to action it. To address these questions, we conducted a secondary data analysis using panel data from 7139 firms in England over four time points (2020-2023). Probit regression analysis revealed that organisations offering LM training are less likely to report presenteeism. Our analysis revealed that providing LM training may increase awareness and readiness to tackle presenteeism within the organisation, but this does not always translate into actionable strategies. Limitations of the study and recommendations for future research are discussed.

Link: Google Scholar

Background and Context

The Problem

Presenteeism (working while ill) due to mental ill-health costs UK employers approximately £51 billion annually, accounting for 46% of mental health-related costs.

The Approach

Line manager training in mental health is an emerging workplace initiative that may help address presenteeism through improved management practices.

The Study

Researchers analyzed panel data from 7,139 firms in England over four time points (2020-2023) using probit regression analysis.

Organizations With Line Manager Training Report Less Presenteeism

With LM Training ↓ Lower Presenteeism Without LM Training ↑ Higher Presenteeism
  • Probit regression analysis shows a negative relationship between line manager training and reported presenteeism (β -0.115).
  • Organizations investing in line manager mental health training are statistically less likely to experience presenteeism.
  • This finding supports the health impairment pathway of the Job Demand Resource model.

Different Explanatory Factors for Presenteeism Based on Training Status

With LM Training Less likely to report: Peer pressure from managers Need to meet deadlines With LM Training More likely to report: Part of organization culture Taking proactive steps
  • Organizations with line manager training showed significant differences in their reported reasons for presenteeism.
  • Manager pressure (β -0.420) and deadline demands (β -0.171) were less likely to be cited.
  • Cultural factors (β 0.195) were more commonly reported, suggesting increased awareness of organizational culture issues.

Line Manager Training Affects Reported Reasons for Presenteeism

  • Negative values indicate factors that organizations with line manager training are less likely to report.
  • Positive values represent factors more commonly reported after implementing line manager training programs.
  • The data suggests training may reduce management-driven pressure but increase awareness of cultural factors.

Organizations With Training Are More Proactive But Lack Specific Strategies

  • Organizations with line manager training are significantly more likely to report taking proactive steps (β 0.181).
  • Despite increased proactivity, there's no significant relationship between specific management strategies and training.
  • This suggests a "knowing-doing gap" where organizations may know what to do but struggle to implement.

Study Sample Shows Trend Toward Smaller Organizations Over Time

  • Study included 7,139 firms across four years, with micro-small organizations representing the majority of participants.
  • The proportion of micro-small organizations increased from 76.1% in 2020 to 83.0% in 2023.
  • Understanding this demographic distribution is important for contextualizing the findings across different organization sizes.

Contribution and Implications

  • This is the first study linking line manager training to reduced presenteeism at organizational level.
  • Organizations should invest in line manager training that focuses on both knowledge and competency building.
  • Addressing entrenched presenteeism culture requires longer-term commitment beyond initial training programs.
  • Line manager training creates awareness but doesn't automatically translate into effective action strategies.
  • The "knowing-doing gap" suggests organizations need better guidance for implementing anti-presenteeism strategies.

Data Sources

  • Finding 1: Based on probit regression analysis showing negative relationship between LM training and presenteeism.
  • Finding 2: Created from results shown in Table 3 showing factors explaining presenteeism trends.
  • Finding 3: Visualizes significant β coefficients from Table 3 for managerial pressure, deadline needs, and cultural reasons.
  • Finding 4: Based on Table 4 data showing strategies organizations take to address presenteeism.
  • Finding 5: Created using organization size data from Table 1 showing distribution across 2020-2023.