CHAPITRE 6- CONCLUSION GÉNÉRALE
6.5. Implications managériales
Par l’identification des facteurs explicatifs du présentéisme, cette thèse permet de mieux comprendre ce phénomène, de sensibiliser les praticiens à la réalité de ce phénomène et de les encourager à développer et à multiplier les programmes de formation afin de conscientiser les employés et les dirigeants au présentéisme, qui demeure peu connu en dehors de la sphère académique. Le faible taux d’absentéisme ne doit plus être un baromètre de bonne gestion et de travailleurs en santé. Les politiques serrées en matière de gestion de l’absentéisme peuvent conduire
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au présentéisme. Il est temps d’investir dans le changement des croyances afin d’améliorer la compréhension des employeurs quant aux effets indirects négatifs, à moyen et long terme, de la diminution de l’absentéisme, un résultat qui n’est corollaire ni à une bonne performance ni à une bonne santé. Il est important de miser également sur la prévention des RPS, en plus d’être reconnus comme pathogènes sur la santé mentale et physique, les RPS sont aussi des prédicteurs du présentéisme et de l’absentéisme. En agissant en amont par le biais d’activités de prévention primaire des RPS, ceci peut diminuer l’expositition au présentéisme.
Cette thèse a réussi, en partie, à évaluer la connaissance des dirigeants sur le présentéisme, leur sensibilité au phénomène, leur préoccupation quant à ses effets, et les programmes de prévention mis en place pour le contrer. Il semble que le présentéisme n’est pas encore imprégné dans la mentalité des dirigeants des PME, du moins les PE, alors que l’assiduité au travail demeure à leurs yeux, plus ou moins, un acte de performance et de dévouement. La présence malgré la maladie est sensiblement préférable à l’absence dans les PME. C’est pourquoi il demeure indispensable de conscientiser les organisations, et particulièrement les PME, à la réalité de ce phénomène, par l’amélioration de la compréhension de ce comportement devenu une pratique qui pénalise à la fois l’entreprise et surtout la santé des employés.
Il faut noter également que même si le présentéisme revêt une représentation positive, il demeure un comportement ‘problématique’ à surveiller. Il peut représenter un atout à court terme pour l’entreprise et pour l’employé, mais peut devenir néfaste, à moyen et long terme, et conduire à un l’absentéisme plus prononcé (Bergström et al., 2009). Cependant, le polymorphisme du phénomène, son caractère multifactoriel et la difficulté à le cerner sont à l’origine de la complexité de la mise en place des démarches préventives. Les employés interviewés (dans la recherche qualitative de la thèse) soulignent, d’ailleurs, qu’il n’existe pas, dans leur entreprise de plans
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d’action ou de démarches de prévention concrètes pour gérer le présentéisme, contrairement aux programmes et les actions prises pour gérer l’absentéisme.
Malgré l'avancement des connaissances sur la problématique du présentéisme, il n’existe pas d’actions de prévention parallèles aux progrès théoriques. Ce constat invite à la nécessité de réinsérer la problématique du présentéisme dans la politique de gestion des ressources humaines, et surtout de diriger les travaux académiques vers la production, non seulement de connaissances théoriques, mais également de propositions sur des méthodes plus pratiques aidant à mieux prévenir et gérer le présentéisme.
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