The Pros And Cons Of Disengagement

Integrity: We say what we believe, and we do what we say. We are trusted because we are trustworthy. Our personal, team, and organizational values are aligned with everything that we say and everything that we do.

Employee engagement is today’s leadership priority. However, the catchphrase goes a long way back in the beginning of the 21st century. It has gained interest to this date, which can be credited to Gallup’s first version of the Q12 in the 1990s commonly termed as the Gallup Workplace Audit (Gallup Consulting, 2006). Subsequently, Gallup has continuously refined and expanded their Q12 for current business challenges. Furthermore, several literatures, surveys and evidence-based studies abound that exhibited positive results with employee engagement such as increased performance, safety, retention and profits among others.

Crim and Seijts (2006, p.1) define employee engagement as “a person who is fully involved in, and enthusiastic about, his or her work”. Employees that are engaged are inspired and go above and beyond their job functions to support the company and help the company achieve its goals. The lack of engaged employees are a major problem in the United States. According to Gallup, in 2014 only 31.5% of employees were engaged (Adkins, 2015). Even though this sounds low, it is actually the most engaged the United States workforce has been since 2000. The author’s research is important because if there is a link between leader’s

Lastly, the pros of the disengagement theory includes the ability for individuals to prepare themselves for the isolation they will experience as they begin to age and also allow many individuals the time to grieve the loss of those closest to them. As time change, a progression of society is also introduced. This begins to introduce new ideas and customs that the elderly cannot associate with. This eventually leads them to distance themselves from society and focus on a life of solidarity. This isolation allows many elderly to process and grieve the loss of dear loved ones. Elderly women who outlive their spouses have higher levels of depression compared to the men who lose their wives. A con of the disengagement theory includes the idea that

Employee Engagement essentially depicts our connection to our work, our organization, our customers, our effects and to results. In any study involving employee engagement the three aspects which are studied are: i.Employees as unique entities in terms of their skills, abilities, attitudes and aspirations., ii.Employee in their role to create conditions of engagement and iii.Relationship, trust and communication between employees across levels. The challenge is not only to attract the best talent but also to engage the employees like, raising opportunities for carrier development, life style decisions, job changing and unbalanced work life which influence an individual’s decision to continue or quite.

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.

There are three levels of engagement in which an employee can be measured at (Catado, P. 2011); fully engaged, disengaged, and actively disengaged. A fully engaged worker takes it upon themselves to stay relevant and up-to-date in company’s and their professional field and take on additional responsibilities as the opportunities arise. They also show respect towards their fellow colleagues, are willing to put in more effort than is expected, and exhibit high levels of enthusiasm.

Employee Engagement is a measurable degree of an employee's positive or negative emotional attachment to their job, colleagues and organisation which profoundly influences their willingness to learn and perform at work. Thus engagement is distinctively different from employee satisfaction, motivation and organisational culture.

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.

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

Before she passed away a couple years ago, my grandmother exhibited characteristics of the disengagement theory. According to the textbook, this sociological theory suggests aging adults become more self-aware and feel more balanced as they choose to separate from relationships and society. My grandmother was a homemaker from Hong Kong and initially immigrated to San Francisco before settling in Dallas. Despite her lack of English language skills, she was able to immerse in San Francisco with foreigners of the same culture. She regularly engaged in tea parties and mahjong. As she aged, she started to withdraw from such activities and spent more time at home on the patio. Most of her relationships was with family. Her circle of friends were

Employee engagement, which reflects the emotional commitment an employee has to an organization is not just an organizational nicety but a business necessity due to direct ties to a number of performance outcomes, such as profitability,

Employee engagement has been a trend of management since 2004.(CMI 2015) ‘Some people may believe that engagement is just about employees ‘going the extra mile’, but it is much more.’(CMI 2014) Within globalization, how to apply employee engagement is significant for an organization to achieve their performance. A key aspect of employee engagement concerns how employees manage their position, performance and development in relationship to the company’s strategies. Therefore, according to Moenguc (2013), employee engagement has been personalized as a“persistent, positive affective-motivational state of fulfillment.” To demonstrate how this process affects the overall performance of an organization, John Lewis has been selected as the case study

Employee engagement is a concept whereby an employee feels an emotional attachment to their employers and the goals and values the employer holds. There doesn’t appear to be a definitive description of employee engagement, but most agree that the emotional attachment is a key element to being an engaged employee. “The term employee engagement has gained considerable popularity in the past 20 years yet it remains inconsistently defined and conceptualized”, Shuck B & Wollard K (2010) - Human Resource Development Review. This emotional attachment could be described as a passion for the organisation and their part in it and a feeling that they can make a difference.

Companies that have higher levels of engaged employees have higher earnings per share (EPS) than companies that have lower engagement levels (Kelleher, 2011). Engaged employees are more productive, have higher levels of customer loyalty and help their employers become more profitable. An engaged employee is less likely to leave their current position. This saves their company money because there is no need to spend money to hire and train new personal. These saving can be passed along to the employees for increased wages, bonuses, and benefits. All of these items help in motivating employees, to attempt to engage the disengaged.