The paper "Employee Engagement and Disengagement" is a perfect example of management coursework. The business environment is changing, and the different stakeholders such as employees and employers have to adjust to balance with the changing dynamics. In the entire process, the worker plays an important role, and an engaged employee improves productivity and efficiency at the workplace. However, worker disengagement is a common problem in the workplace, and the causative agents are numerous. The aim of the paper is to define worker engagement and disengagement, causes of worker disengagement, and reasons contributing to increased disengagement at the business environment.
Others areas discussed include implications of worker disengagement and strategies to improve worker engagement. Definition Worker Engagement/Disengagement Wollard (2011) defines disengagement has the disconnection of persons from their work roles through protecting themselves from emotional, mental, and physical perceived or real threats. The disconnection may be attributed to individuals lacking belief in purpose; the individual is powerless, and separation between work and personal activities. Fairlie (2011) analyses different definitions of worker engagement and the common variables are dedication, absorption and vigour. These variables determine the approach in which a worker employs in accomplishing business requirements and activities (Jenkins and Delbridge, 2013).
Therefore, worker engagement is the passion and aim of fulfilling workplace requirements due to environmental and operational situations while worker disengagement is the lack of urgency to accomplish organisational duties and obligations. Causes of Worker Disengagement Wollard (2011) highlights emotional, physical, and mental threats as some of the causes of worker disengagement. Other causes that Wollard (2011) presents include inter-role conflict and failure, hostile attribution, personal control, political skill, job limiting pain and burnout.
Bhuvanaiah and Raya (2015) identify lack of motivation as another component that contributes to worker disengagement. Different forms of motivation exist, and the management of such organisations should encourage employ different motivational approaches but limitations on these processes result in worker engagement (Jenkins and Delbridge, 2013). Apart from the individual factors, some organisational and workplace problems may advance the worker disengagement. Some of these include organisational ethics problems, workplace bullying, fear, and distrust according to Wollard (2011). Jenkins and Delbridge (2013) identify the internal processes as an important component of disengagement because of the lack of institutionalised measures to support the employees translates in disengagement.
The psychological fundamentals are shaped by the internal process meaning addressing the workers psychological may address worker disengagement (Jenkins and Delbridge, 2013). The moral and ethical aspects also contribute to worker disengagement. Moore et al. (2012) discuss moral and ethical variables in influencing employee disengagement and engagement. Lack of moral and ethical drivers limits the possibility of employees’ present their views, which may force the employees to participate in unethical and immoral behaviours. Reasons for Increase in Today’ s Business Environment Disengagement Fairlie (2011) identifies the charging operational dynamics as some of the factors contributing to increasing disengagement.
For example, competition and aggressive marketing shifts the focus from the employees to the customers rather than balancing the requirements of the internal environment with the external environment (Jenkins and Delbridge, 2013). Lack of concentration on the employees while concentrating on the organisational production and operational processes diverts the attention of the employees. A balanced approach in which the requirements of the employees are considered while advancing organisational requirements is important.