The paper "Understanding Worker Engagement and Disengagement" is an outstanding example of management annotated bibliography. Worker engagement is the association between an organisation and employee in which the employee is motivated or is enthusiastic in accomplishing tasks while disengagement is a lack of motivation or enthusiasm to complete a task. Some of the causes of worker disengagement include cognitive, physical and emotional factors. The level of disengagement is increasing because of changing working requirements, competition and globalisation of business activities. Understanding worker disengagement enables the creation of frameworks and models of ensuring the employees are motivated and ready to accomplish assigned duties and responsibilities.
The paper presents an annotated bibliography on employee engagement and disengagement. Wollard, KK 2011, ‘ Quiet desperation another perspective on employee engagement’ , Advances in Developing Human Resources, vol. 13, no. 4, pp. 526-537. The article discusses employee engagement, which attracts numerous scholars and practitioners but the engagement of employees is still low in the organisations and other sectors. The author builds on Kahn’ s concept of disengagement and presents a framework for employee disengagement. The author proposes that organisations should address physical/behavioural, emotional, and cognitive needs.
The consequences of disengagement have been presented, which includes employee theft, turnover, mental health, safety, productivity and profitability. The author recommends that the human resource development practitioners and researchers have to address engagement since low engagement facets the morale and contributes to high employee turnover. The article presents some of the areas in which the management of an organisation has to consider in addressing the requirements of the employees. For example, cognitive, emotional and behavioural needs are some of the effects affecting engagement. The management and human resource of an organisation should address these requirements in ensuring the organisation operates effectively.
These factors (cognitive and emotional) affects the employees differently meaning continuous engagement is appropriate to identify the problem and resulting in solving the problem at the opportune time. The article is appropriate for the current study because it highlights some of the variables that contribute to employee disengagement. For example, shortcomings on the cognitive and physical requirements of the employees result in high employee turnover, employee theft and dipping productivity. Understanding these factors enables the formulation and implementation of measures to address the problem.
Hence, the article is appropriate since it identifies the problems and proposes mechanisms to address engagement and disengagement. Fairlie, P 2011, ‘ Meaningful work, employee engagement, and other key employee outcomes: implications for human resource development’ , Advances in Developing Human Resources, vol. 13, no. 4, pp. 508-525. The author identifies the three dimensions of engagement, which are vigour, dedication and absorption. The author also discusses the importance of meaning work and the characteristics of meaning work, which includes turnover cognitions, organisational commitment, job satisfaction, burnout, and employee engagement.
The author collects information from 574 employees employed in North America. In analysing the data, the author concluded meaningful work characteristics are important in determining engagement and future developmental requirements. Meaningful work contains numerous themes, which includes social impact and self-actualization, which creates strategic leverage to an organisation. Understanding the factors influencing the behaviour of the employees is important and includes the expectation of the work. Meaning means the relevance of the issue to wider component meaning employees can be tasked with “ useless work” that does not motivate the employees.
The growth and development of the employee through psychological and expectation models enables employees to be motivated to achieve specified aims. Hence, meaningful work has positive characteristics for advancing the requirements of the organisation.