Determinants of Absence-Related and Presence-Pressure Behaviours in Remote Work
Purpose: The study aims to identify factors shaping absence- and presence-related behaviours in remote work, and to examine how organisational practices influence employees’ decisions to take sick leave or to perform work despite illness. Design/Methodology/Approach: The analysis draws on CAWI survey data collected from 1,000 employees working remotely or in hybrid mode. Logistic regression models were used to estimate the effects of individual characteristics, organisational conditions and remote-work practices on multiple forms of sickness absence and presence, including working while on sick leave, foregoing sick-leave entitlements and experiencing social or managerial presence pressure. Findings: Remote work reduces formal sickness absence but also normalises working despite illness. These behaviours are shaped by organisational conditions—particularly monitoring, online-presence expectations and team norms—as well as individual characteristics. Autonomy can support well-being, yet monitoring and strong presence norms heighten availability pressure and promote work during illness. Heightened managerial expectations of online presence in poor health indicate a shift of responsibility for work capacity from the organisation to the individual. Practical Implications: Organisations should ensure clear absence policies, limit intrusive monitoring, and strengthen norms that protect employees’ right to disconnect and to recover when ill. Originality/value: The study offers the multidimensional, empirical examinations of sickness-related behaviours in remote work, capturing both absence and presence practices within a single analytical framework. By analysing five interrelated outcomes using logistic regression, it reveals hidden mechanisms of presence pressure.