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Purpose. This study aimed to assess whether self-reported productivity despite presenteeism may be affected by biomarkers and hormones and how these physiological indicators can interact with each other to explain the presenteeism dimensions. Methods. This pilot study included 180 healthy participants with a mean age of 41.22 years (SD = 13.58), 76.11% of whom were female. The dependent variable included a self-reported measure of productivity loss due to presenteeism: the Stanford Presenteeism Scale 6. This study also includes physiological indicators such as biomarkers (C-reactive protein (CRP) and blood glucose) and hormones (cortisol and TSH thyroid hormone). Results. Multiple linear regression analyses revealed that CRP moderated the relationship between cortisol levels and productivity despite presenteeism. Moreover, the increase of TSH moderated the relationship between cortisol, glycemia, and employees’ capacity to complete work tasks while sick. Conclusions. The results highlight TSH’s moderating role in decreasing employees’ capacity to fulfill tasks when these individuals have high levels of glycemia and cortisol in their blood. These findings have practical and theoretical implications based on a fuller understanding of how biomarkers and hormones explain productivity despite presenteeism. info:eu-repo/semantics/publishedVersion

Considering today’s social challenges, the main goal of this chapter is to discuss what the role of Coaching has been in the organisational context in particular, and in the context of society in general. The discussion is mainly focused on the role of Coaching and how it has developed from organisational interests exclusively centred on Executive Coaching, to being a global instrument for individual psychological development.

In order to define Coaching, we first examined what Coaching is and what it is not. Then, we compared Coaching with other types of interventions. We also considered the different types of Coaching. Being aware of all the challenges that Coaching must deal with, it is also our aim in this chapter to stress those approaches that are most relevant to orienting best practices, particularly in the organisational context.