Engaged and Disengaged Employees in the Workplace Essay

One of the primary factors in employee engagement is a person’s relationship with his or her direct manager. Some managers are excellent at managing teams and making each person feel valued, while others don’t have the same abilities. Train your managers in the skills that can improve employee engagement, and it can boost your organization’s overall results. Most employees fear their supervisors, so they choose to leave because they don’t want to work in a stressful environment. However, they don’t always express their

Employee Engagement: It’s a known perception that an engaged workforce provides many intangible benefits that is linked directly to retention. HR policies should focus on employee engagement initiatives that stimulate motivation levels of employees to perform better and bond with organisation. This process should be initiated right from induction and continue throughout their tenure by opening channels of continuous communication and encouraging interpersonal relations. HR is responsible to incorporate methods to measure engagement and at regular intervals track engagement contribution to company’s success.

The CIPD (2014) factsheet states that Employee Engagement is a concept that ‘is generally seen as an internal state of being – physical, mental and emotional – that brings together earlier concepts of work effort, organisational commitment, job satisfaction and ‘flow’ (or optimal experience)’. An engaged workforce willingly demonstrates discretionary effort within their roles; their goals and values reflect that of their employers/organisation; they express a passion for work, feel valued and that their work has meaning.

Engagement is a sign of satisfaction and loyalty to the firm which can be incurred by increasing job resources

More importantly, these groups see their leaders as walking reflections of the organization’s core values (Dearborn, 2014). This increased productivity carries over to promote employee engagement. Dearborn asserted that engaged employees remain with organizations longer than those who are disengaged (Dearborn, 2014). Furthermore, disengaged employees cost the U.S. between $450 and $550 billion annually (Dearborn, 2014).

Employees who are “not engaged” exude the feeling that they are just there for a paycheck. This type of person is not contributing and just goes thru the motions in the performance of their job duties. The worst type of employee is an “actively” disengaged employee. That type of person is also known as a trouble maker. Whatever good that an engaged employee accomplishes, an actively disengaged employee tries to destroy. Disengaged employees are unhappy and they want everyone they come in contact with to know it. Organizations with disengaged employees are more vulnerable to lower productivity, higher absenteeism, higher turnover and lower product or service quality. During the years that have high unemployment there is less voluntary turnover. As the level of unemployment starts to drop and companies begin hiring employees that are disengaged are more likely to leave their current work situations. The old saying “the grass is always greener on the other side” is often expressed by disengaged employees when looking for a new job. For future reference the term disengaged employees will be synonymous with actively disengaged and not engaged.

Vorhauser-Smith, S. (2013, August 14). How the best places to work are nailing employee engagement. Retrieved 11 June 2013 from

Fifty-four percent of employees are not engaged. These employees have essentially “checked out,” sleepwalking through their workday and putting time – but not passion – into their work. (Dan Crim, 2006)

Employee engagement (EE) is an essential part of organizational life and of paramount interest to human resource management (HRM) professionals in the banking industry due to its influence on the organizational outcomes.

All organisations should explore the engagement within its operations as having a handful of disengaged employees will suddenly multiply and increase tenfold. In order to

The monkeys at the top look down and see a tree full of smiling faces. The monkeys on the bottom look up and see nothing but assholes. The unknown author of this metaphor provides a descriptive analogy on the view of the executives who are at the top of the organizational chart which is completely opposite of the view that everyone else in the company sees. These different perspectives are just one of the reasons why employee engagement continues to be an important topic of research among consultants and company leaders. Engaged employees are defined as being committed to their organizations’ goals and values, motivated to contribute to organizational success, while enhancing their own sense of well-being. Even though engagement is a personal feeling, it still requires a combination of effort between the employee and the leaders of the organization. The bottom line is that organizations need highly engaged employees working in their companies because at the end of the day every employee’s productivity is affecting the bottom line of the company.

The concept of employee engagement is the extent to which an organization’s employee are psychologically involved in, connected to, and committed to getting one’s job done. Employee engagement is important for business because it drives performance. High levels of engagement were associated with a host of positive outcomes for individuals and their employers.

There are three different broad groups employees can be categorized within depending on their contribution within the organization. These three broad groups are the engaged employees, the non-engaged employees, and also the actively disengaged employees. Engaged employees are the desirables for any organization as these employees are self motivated and want better for the organization and take pride and passion into their work. They often put their best foot forward and want to move the organization in the right direction. Non-engaged employees are those employees who are disconnected from their employers who tend to just do the bare minimum and have minimal pride in their work. These can be identified as those employees who simply show up to get a check and leave. The final group, actively

Quirke (2008) defined engaged employees as “feeling a strong emotional bond to their employer, recommending it to others and committing time and effort to help the organization succeed” (p. 102).

Employee engagement is a major issue for most of the organization even today, which needs to be resolved immediately. Employee engagement is fundamentally a