Reasons for Employee Disengagement

Topics: Maslow's hierarchy of needs, Abraham Maslow, Motivation Pages: 8 (2443 words) Published: October 3, 2013
In this case study I am going to be analysing ways in which employees become disengaged as discussed in the case study it could be for various reasons, whether they are managers or part time sales advisors within the company. Many people become disengaged at work whether it’s lack of motivation or they just don’t like the job and the money is there motivation. I am going to be finding out why employees get disengaged and how companies try to get past this and lower the amount of disengaged employees in their company from managerial styles and theories to head office functions such as human resources.

SUMMARYS OF FINDINGS & PROBLEM OF THE CASE

The major lesson to learn from the case study is that disengaged employees are going to effect to overall function of the business, problems such as employees that are not happy are not going to give great customer service and make the customer leave the store un happy thus maybe not coming back. It is also time consuming managers may spend a lot of time on disengaged employees trying to give them more appropriate training, having review meetings and general more time spent to make sure they are happy. Another negative to this is that engaged employees that are hardworking and bringing ideas to the company may start to feel unmotivated when the managers are spending no time with them and mainly focusing on the employees that potentially don’t really care about the support and help they are receiving from the managers.

An employee who is not engaged or committed to the organization can be a real problem. Companies may have encountered this type of employee. They deliver inconsistent work, never really go above and beyond the job requirements, and do just enough to get by. They rarely show up for work on time, call in sick on a regular basis and take full advantage of the time off policy. 

Often, these employees criticize the organization and the way things are done, and seem to never be satisfied with any type of decision made within the organization. They are also sure to voice these opinions to anyone willing to listen – which can prove to be quite destructive to other employee’s morale. 
 Not only do these employees have a negative impact on your organization’s performance, but also they often impact the morale and performance of other employees. If your organization requires any degree of teamwork, as many do, employees who are required to work with these employees will be either frustrated by these underperformers work ethic or may begin to wonder why they should bother going above and beyond their own job requirements when others get away with doing the bare minimum. 


SOLUTIONS TO CASE STUDY

MANAGERIAL THEORIES

MASLOW’S HIERACHY OF NEEDS

A Managers management method could have a big impact on how employees fee whilst at work, it could be due to the managers way of seeing that the employee is feeling disengaged and a different style or approach may be needed.

For example one theory of management and motivation was developed my Maslow and is know as Maslow’s 7 hierarchy need of motivation and needs. The seven needs are: 1. Biological and Physiological needs - air, food, drink, shelter, warmth, sex, sleep, etc. 2. Safety needs - protection from elements, security, order, law, limits, stability, etc. 3. Belongingness and Love needs - work group, family, affection, relationships, etc. 4. Esteem needs - self-esteem, achievement, mastery, independence, status, dominance, prestige, managerial responsibility, etc. 5. Cognitive needs - knowledge, meaning, etc.

6. Aesthetic needs - appreciation and search for beauty, balance, form, etc. 7. Self-Actualization needs - realising personal potential, self-fulfilment, seeking personal growth and peak experiences. Maslow said that needs must be satisfied in the given order. Aims and drive always shift to next...
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