ROOTS AND CONSEQUENCES OF THE EMPLOYEE DISENGAGEMENT PHENOMENON
Heikkeri, Elena (2010)
Heikkeri, Elena
Saimaan ammattikorkeakoulu
2010
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2010121518235
https://urn.fi/URN:NBN:fi:amk-2010121518235
Tiivistelmä
The subject of this thesis is to explore the phenomenon of employee disengagement. The main aim of this research is to understand the nature of this phenomenon, its roots and consequences, as well as provide a description of why an organization would be interested in improving employee engagement and what human resource practices can be used for this purpose.
To get a clear picture of the phenomenon, this study examines an academic literature and earlier practitioners’ works on the subject. Theoretical data on employee engagement is used as the basis for understanding the phenomenon of employee disengagement. A single-case study is chosen as the research method. Empirical research objective is a group of ten people who work in small and medium-sized companies in Finland. Collected empiric data is analyzed by use of content analysis.
The study results show that the disengagement of employees is a complex phenomenon, and therefore its management requires certain academic and managerial knowledge. Personal disengagement is associated with negative changes in employee’s behaviour, which lead to harmful consequences for both the worker and organization. The study defines the main causes of the phenomenon and its potential consequences, and also suggests solutions for how to manage with its negative impact.
The research findings also show that there is also one more interesting phenomenon. This is the phenomenon of non-engagement as a personal choice. The behaviour of people who choose the state of non-engagement as preferred for them differs significantly from the behaviour of other employees without engagement.
To get a clear picture of the phenomenon, this study examines an academic literature and earlier practitioners’ works on the subject. Theoretical data on employee engagement is used as the basis for understanding the phenomenon of employee disengagement. A single-case study is chosen as the research method. Empirical research objective is a group of ten people who work in small and medium-sized companies in Finland. Collected empiric data is analyzed by use of content analysis.
The study results show that the disengagement of employees is a complex phenomenon, and therefore its management requires certain academic and managerial knowledge. Personal disengagement is associated with negative changes in employee’s behaviour, which lead to harmful consequences for both the worker and organization. The study defines the main causes of the phenomenon and its potential consequences, and also suggests solutions for how to manage with its negative impact.
The research findings also show that there is also one more interesting phenomenon. This is the phenomenon of non-engagement as a personal choice. The behaviour of people who choose the state of non-engagement as preferred for them differs significantly from the behaviour of other employees without engagement.