Engaged employee Vs. Disengaged employee

Engaged employees are committed to the work. Engaged employees are with some special characteristics such as interested, indeed exited, about the work. Some times employees are not committed to the organization, but employee engagement is existing. Mostly knowledge workers don’t career about organization and such employees worry about learning and training opportunities (Armstrong, 2006). According to the Allam (2017) employee disengagement refers as “a lack of commitment, interest and enthusiasm to work or a workplace.” Employee disengagement represents that disengaged workforce are less committed and involved in disengaged employees work and chances are disengaged employees resigning from the organization.

Employee engagement is key to any organization. Satisfied employee also dedicated employees. Dedicated employees are the valuable employees for the organization (Osborne & Hammoud, 2017). Continuous employee disengagement is real burden for any organization. Researchers have found that above 70% of employee disengagement will result for financial unitability in most of organizations. The disengagement either can be passively or actively how ever impact will result trouble in financial figures. Real world example proves the impact of employee disengagement which given below Rastogi, et al. (2018).

Example: -

Disengagement at work has been a cause for concern in the business world for a while now. Various estimates and surveys suggest that employees who are either passively or actively disengaged exceed 70% of the workforce, costing companies in the United States US$450 to US$550 billion a year in poor performance. Employee disengagement is likely to lead to adverse effects such as diminished employee morale and productivity, enhanced employee turnover and accidents as well as losses to the organization and economy (Rastogi, et al., 2018).

Employee engagement can create lots of benefits for the organization. Engaged employees provide morethan average level of higher productivity and performances. Nearly 90% of engaged employees are not likely to leave the organization. From the safety perspective engage employees are in the top (Armstrong, 2010). 

Different kinds of models are available when discussing on employee engagement. Employee engagement models had discussed different kinds of dimensions. Researches have brought models regarding employee engagement such as (Kahn’s Model on Employee Engagement), (Maslach, Schaufelli and Leiter Model), (Robinson, Perryman and Hayday Model on Employee Engagement), (Saks Model on Employee Engagement) and (Aon Hewitt’s Engagement Behaviour Model), (Aon Hewitt’s Model of Employee Engagement) (Padhi & Kumar , 2015).

Measuring employee disengagement is very difficult. To get correct disengagement statistic may not be realistic/difficult. Justification of an organization regarding employee disengagement may be realistic. Finding the amount of employee disengagement is morethan 50% or less can be done. Finding of increasing trend of workforce disengagement and address the issue will be smart (Pech & Slade, 2006). According to Jindal, et al. (2017) disengaged employees are less productive, less loyal, less satisfied, more stressed and insecure about their work. Symptoms of disengagement are increased turnover, missed deadlines, low morale, high burnouts, complacency, lack of accountability, lack of responsibility and increased absenteeism. 

From the Kular, et al. (2008) evidence from the USA indicates roughly half of all Americans in the workforce are not fully engaged or they are disengaged. Employee disengagement will happen due to different reasons. One key reason to employee disengagement is loss of job resources (Rastogi, et al., 2018). From the Osborne & Hammoud (2017) ‘failing global economy has created a huge shift in the way business takes place. Employee engagement matters to both the employee as well as the organization. Employees can utilize contract agreement provisions to impede the attainment of the organizational goals and objectives. Last three sentences emboss importance of employee engagement. Engaged employee is packed with positive working attitudes such as optimistic, team-oriented, goes above the beyond, solution-oriented, selfless, shows a passion for learning and passes along credit but accept blame. At the same time disengaged employee packed with negative attitudes such as pessimistic, self-centered, high absenteeism, negative attitude, egocentric, focus on monetary worth and accept credit but passes along blame. This shows engaged employee Vs. Disengaged employee in a quick rap up (SHRM, 2020).        

According to above findings it is clear the difference between engaged employee and disengaged employee. Above details showed, employee engagement is how valuable to the organization and burden of employee disengagement.

References

Allam, Z., 2017. Allam: Employee Disengagement: A Fatal Consequence to Organization and its Ameliorative Measures. EJ EconJournals, Volume 7(Issue 2), p. 49.

Armstrong, M., 2006. Organizational commitment and. In: HUMAN RESOURCE MANAGEMENT PRACTICE. London: Kogan Page Limited, p. 281.

Armstrong, M., 2010. Employee Engagement. In: ARMSTRONG'S ESSENTIAL HUMAN RESOURCE MANAGEMENT PRACTICE AGUIDE TO PEOPLE MANAGEMENT. London: Kogan Page Limited, p. 158.

Jindal, P., Shaikh, M. & Shashank, 2017. Employee Engagement; Tool of Talent Retention: Study of a Pharmaceutical Company. sdmimd JOURNAL OF MANAGEMENT, Volume 8(Issue 2), p. 10.

Kular, S. et al., 2008. Employee Engagement: A Literature Review. Issue , p. 8.

Osborne, S. & Hammoud, M., 2017. Effective Employee Engagement in the Workplace. International Journal of Applied Management and Technology, Volume 16(Issue 1), p. 53.

Padhi, B. & Kumar , P., 2015. A Study on Employee Engagement Models for Sustainability of Organisation. International Journal of Research and Development - A Management Review (IJRDMR), Volume 4(Issue 4), pp. 79-83.

Pech, R. & Slade, B., 2006. Employee disengagement: is there evidence of a growing problem?. Handbook of Business Strategy, Volume 7(Issue 1).

Rastogi, A., Prakash , P., Krishnan & Krishnan, S., 2018. Causes, Contingencies, and Consequences of Disengagement at Work: An Integrative Literature Review. SAGE journals, Volume 17(Issue 1), p. 74.

SHRM, 2020. Developing and Sustaining Employee Engagement. [Online]
Available at: https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/sustainingemployeeengagement.aspx
[Accessed 15 05 2020].