Engaged and Disengaged Employees in the Workplace

1785 Words Jun 23rd, 2018 8 Pages
Definition
Employees are at work, but are they actually engaged in their jobs? In October 2013, The Gallup Organization conducted a survey with 230,000 full-time and part-time workers in 142 countries which consisted of 12 questions. According to Gallup’s latest findings, 87% of workers are “not engaged” or “actively disengaged” and are emotionally disconnected from their workplaces (O'Boyle & Harter, 2013, p. 11). Most studies have broken the various types of workers into two groups, engaged and disengaged, but Gallup’s study has broken it down even further. They have determined that there are three types of employees: engaged, not engaged and actively disengaged (O'Boyle & Harter, 2013).
A broad definition of an engaged employee
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All of these items help in motivating employees, to attempt to engage the disengaged.
Central Issues
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.
If management can identify an employee’s strengths and talents, they are in a good position to engage that employee. Assigning
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