Analysis: Disengaged Employees Are Crippling Businesses Worldwide

Cape Times (South Africa), June 4, 2012 | Go to article overview

Analysis: Disengaged Employees Are Crippling Businesses Worldwide


The degree of employee disengagement in South African businesses is alarming, but is not a uniquely South African problem. According to the Gallup Q12 Study 2010, only 25 percent of employees in UK businesses are engaged, which means they are consistently contributing to the success of the business.

This percentage is slightly higher in the US at 31 percent.

About 51 percent of employees in the UK and 52 percent in the US are disengaged - merely going through the motions, while 24 percent in the UK and 17 percent in the US are actively disengaged and will undermine their colleagues and the business's success.

Alarmingly that means that a total of 75 percent of employees in the UK and 69 percent in the US are disengaged. While statistics for the South African market are not readily available at this point, having dealt with numerous organisations varying in size around the country, we believe this statistic is worse in South Africa.

So why are employees disengaged and some destructively so? There are numerous factors, and a combination of these usually lead to employee disengagement. One could attribute disengagement to a general human behaviour where we put our own individual needs ahead of the collective.

However, in organisations we generally see that a top-down approach to leadership, paying lip service to engaging employees rather than actually doing it and failing to recognise employees' value and the part they play in the success of the business, are all contributing factors to disengagement.

Organisations would probably be surprised to hear that many employees actually care about the organisation but they become disengaged as they feel a lack of empowerment and believe the dream they had for the organisation is failing.

The cost of disengagement can be devastating for a business. The difference between the salary bill and value of the return from disengaged employees can be substantial.

Production, turnover, safety, shrinkage, absenteeism and other issues translate into business performance issues. One of the consequences of not tackling disengagement is that these employees become dead wood in the organisation and eat away at your business from the inside out. It also leads to a failure to attract new talent and often results in the loss of key talent.

The group dynamic becomes toxic, with employees undermining each other and the success of the business.

One of the most concerning aspects here is that organisations do not act decisively to reverse this negativity.

Awareness of the negativity highlights the great opportunity there is to bring about change in organisations; to show that the traditional methods are not working and it is time to do things differently. …

The rest of this article is only available to active members of Questia

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited article

Analysis: Disengaged Employees Are Crippling Businesses Worldwide
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this article
  • Highlights & Notes
  • Citations
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.