Any organization with engaged employees is destined to succeed as such employees add value to the business performance as they are productive, spend less time in accomplishing tasks and finally, are determined by going an extra mile to work. However, in the recent past, most organization are experiencing a challenge in the employee management as workers are distracted from their daily routine by the non-work related engagement that utilizes most of their time, effort, and resources. The disengagement behavior is likely to be cultivated in organizations where conditions for engagement are not well developed (Bersin, 2014). Nevertheless, irrespective of the nature of the business, it is evident that three primary conditions must be met which include communication, enforcing regular training and finally recognition. The above three issues are closely linked to disengagement at work an aspect that contributes to low performance. One of the issues that may contribute to the above outcome is if the management fails to make effective management of information particularly in diversity at the workplace.
Globalization has led to increased use of social media platforms by people including businesses as the use the concept to enhance their communication with various stakeholders. It is important to appreciate the fact that innovation has changed the manner in which business are conducted although they have externality impact to workforce leading to disengagement. Most companies have embraced an email culture an aspect that contributes to disengagement in most organizations. To counter the problem, most organizations are considering encouraging more communication network with stakeholders like the face to face. It is obvious that employees lose human interaction once they engage most of their time in email communication hence is less efficient in meeting work related challenges (Michael, 2014).
Training and development
Training as a component of human resource contributes to career development among employees an aspect that is often neglected. Poor performance experienced by employees is contributed by lack of adequate training as most workers will be found to be stressed with their jobs. Basic training is essential for individuals as it leads the proper optimal performance of the employees as they can actually manage a given task with ease as compared to untrained workers. Therefore, aspects of employee disengagement are washed out with enforcing regular training as through such acts; businesses become more innovative and more efficient in operations (Bariso, 2015). Furthermore, through the employment of experts and mentors to assist employees with their tasks, business activities are done in a more efficient way. Moreover, employees became de-stressed and enticed with their achievement as training incorporates more confidence in such people hence profitability to the organization.
Career development is an aspect that motivates employees to work hard at their respective organizations both for individual and business gain. Companies need to have experienced individuals at their workplace and to obtain such standards they need to move people around so as to be conversant with new skills and a higher level of engagement. According to research studies, it is evident that career development and recognition of good performance are among the issues that attract more employee engagement at workplaces. For example, the Royal Society of Chemistry (RSC) through their employee engagement survey appreciated the need for staff recognition. The organization through its period newsletters it allocates a whole page to indicate staff career progression more, the achievement of the employees at different levels to act as an inspiration to others. Such personnel awards encourage recognition among employees an aspect that positively impact to business performance as the workers become more engaged with their work. Apparently, neglecting recognition among workers can contribute employee disengagement from the company hence contribute to the low performance of the corporate (Michael, 2014).
It is important to appreciate that a message like "thank you" from a manager to an employee impacts positively on the recipient as they become motivated with their job. It is a mere sign of recognition of the employee effort to the organization and encouragement to push on hence creating an environment that is conducive to engagement.
Primary causes of employee disengagement
Although various factors said to influence employee commitment level at organizations, the increased cases of withdrawal is resulting from the dysfunctional relations amid workers and their employers. Therefore, a poor relation among the employees and their managers is the principal element that contributes to disengagement at the workplace. Organization ought to worth their staff as there are precious assets to the production which can be proved. Employee opinions should be valued and effective communication to experience shared understanding of the enterprise goals and objectives.
A diagram showing some of the main causes of employee disengagement, (Custom Insight, 2016)
It is evident from research studies that one of the reason people quit jobs is because of their bosses, and those who remain are usually disengaged with their jobs hence add petite value to the business. Hence, to solve such issues related to employee-manager relations, it is important to follow the above steps. The management should, therefore, identify potential solutions to how the employee-manager conflict can be resolved to encourage more employee engagement at the workplace (Custom Insight, 2016).
Bariso J. (2015). Here’s how you Solve the Employee Engagement Problem, INC.co. Retrieved on 21/01/2016 from http://www.inc.com/justin-bariso/here-s-how-you-solve-the-employee-engagement-problem.html
Bersin J. (2014), It’s Time to Rethink the ‘Employee Engagement’ Issue. Forbes/Leadership. Retrieved on 21/01/2016 from http://www.forbes.com/sites/joshbersin/2014/04/10/its-time-to-rethink-the-employee-engagement-issue/#2715e4857a0b49d610a31827
Custom Insight, (2016). What Causes Employee Disengagement? Employee Survey. Retrieved on 21/01/2016 from http://www.custominsight.com/employee-engagement-survey/research-employee-disengagement-2.asp
Michael M. C. (2014). How Can We Solve the Employee Disengagement Problem? Creative Conversation. Retrieved on 21/01/2016 from http://www.fastcompany.com/3013477/creative-conversations/how-can-we-solve-the-employee-disengagement-problem