Presenteeism, Power and Organizational Change: Long Hours as a Career Barrier and the Impact on the Working Lives of Women Managers
研究发现组织重组导致工作量增加和长时间工作压力，出勤主义（即使无需工作也留在办公室）在男性主导组织中更普遍，且对女性管理者造成更大职业与家庭冲突。
This paper discusses the results from a survey on the gendered impact of organizational change and the implications for workloads and working hours. These results suggest that restructuring leads to increased workloads and that the pressure of long working hours is associated with male‐dominated organizations. Restructuring is also associated with ‘presenteeism’ (the tendency to stay at work beyond the time needed for effective performance of the job) as fear of redundancy and uncertainty over promotion opportunities lead to a need to demonstrate visible commitment. Such presenteeism was found to be gendered: it is associated with a competitive masculine culture, it is seen by women as a form of ‘male resistance’ to their presence as managers and it imposes heavy costs on women as they attempt to meet the conflicting demands of work and home. This paper suggests that organizational restructuring can produce dysfunctional outcomes such as ‘competitive presenteeism’ (whereby managers compete over who stays longest in the office) and that such outcomes have important gender implications. It concludes that gender mix is a defining feature in how well women fit into the organization and how easily they accommodate to changes in organizational structures and managerial work.