Subject: Business / Management
Question
Disengaged Employees
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Disengaged employees and counterproductive behaviors have become the norm in many organizations, and as a result, organizations are implementing more stringent policies, enforcing regular trainings, and installing cameras throughout the workforce. Examples of counterproductive activities include daydreaming, looking busy, moonlighting, and even cyberloafing. When an employee is daydreaming, he or she appears to be working but in reality is distracted by non-work-related thoughts and fantasies. When an employee is looking busy, he or she pretends to be busy or overwhelmed with work. An employee who is moonlighting uses company time and resources to complete personal tasks. An employee who is cyberloafing uses a company computer to send personal emails, chat online, or use the Internet for their personal satisfaction. The following table represents signs of employee disengagement:
Signs of Being Physically
Signs
Meaning to HR Management
Implications
Tardiness
Intentionally arriving to work late or leaving work early
Punctuality issues
Long or Excessive Breaks
Intentionally taking long breaks or too many breaks
Productivity issues
Missing Meetings
Intentionally neglecting important work functions
Reliability issues
Disregarding Deadlines
Intentionally being careless
Commitment issues
Excessive Absences
Intentionally disrupting the workflow
Dependability issues
High-quality organizational citizens refrain from counterproductive activities and being disengaged from their organization.
For this SLP, you will write a paper describing why you or someone you know has been disengaged from the organization. You will provide specific examples throughout your paper. Furthermore, you will discuss solutions for each issue that you discuss from an HR manager’s perspective.
SLP Assignment Expectations
Your paper should be 2–4 pages, not including the cover sheet and reference page. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that.
You will be particularly assessed on:
Your completion of all the steps in the exercise.
Your ability to synthesize information and present a concise and meaningful paper.
The clarity and quality of your writing.
SLP Assignment Expectations (Structure)
Make sure that you use your own language (rather than copying sentences from the article).
Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.
Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.
Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”): http://www.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382
Organizations and Human Resource Management (HRM)Required Material
Disengaged Employees
Disengaged employees and counterproductive behaviors have become the norm in many organizations, and as a result, organizations are implementing more stringent policies, enforcing regular trainings, and installing cameras throughout the workforce. Examples of counterproductive activities include daydreaming, looking busy, moonlighting, and even cyberloafing. When an employee is daydreaming, he or she appears to be working but in reality is distracted by non-work-related thoughts and fantasies. When an employee is looking busy, he or she pretends to be busy or overwhelmed with work. An employee who is moonlighting uses company time and resources to complete personal tasks. An employee who is cyberloafing uses a company computer to send personal emails, chat online, or use the Internet for their personal satisfaction. The following table represents signs of employee disengagement:
Signs of Being Physically
Signs
Meaning to HR Management
Implications
Tardiness
Intentionally arriving to work late or leaving work early
Punctuality issues
Long or Excessive Breaks
Intentionally taking long breaks or too many breaks
Productivity issues
Missing Meetings
Intentionally neglecting important work functions
Reliability issues
Disregarding Deadlines
Intentionally being careless
Commitment issues
Excessive Absences
Intentionally disrupting the workflow
Dependability issues
High-quality organizational citizens refrain from counterproductive activities and being disengaged from their organization.
For this SLP, you will write a paper describing why you or someone you know has been disengaged from the organization. You will provide specific examples throughout your paper. Furthermore, you will discuss solutions for each issue that you discuss from an HR manager’s perspective.
SLP Assignment Expectations
Your paper should be 2–4 pages, not including the cover sheet and reference page. You are expected to deal with these issues in an integrated fashion, rather than treating them as a series of individual questions to be answered one by one and left at that.
You will be particularly assessed on:
Your completion of all the steps in the exercise.
Your ability to synthesize information and present a concise and meaningful paper.
The clarity and quality of your writing.
SLP Assignment Expectations (Structure)
Make sure that you use your own language (rather than copying sentences from the article).
Your paper will be graded based on the following criteria: Precision, Clarity, Breadth, Depth, Grammar/Vocabulary, Referencing, and Application.
Use 12-point type size (Times New Roman), double-spacing, and one-inch margins. Add a cover page and a references list.
Cite your sources: APA Style – Trident requires all PhD work to be in APA form. We also encourage all other students to comply with guidelines for proper citation of references. You may use the tutorial found on the following link (press “view the tutorial”): http://www.apastyle.org/learn/tutorials/basics-tutorial.aspx?apaSessionKey=4532A4A4911C1E8D5E885C141739A382
Lindley, Clyde J. (1984). Putting ''Human'' into Human Resource Management. Public Personnel Management, Volume 13, Issue 4, pp. 501–510.
David Baker. (1999). Strategic human resource management: performance, alignment, management. Librarian Career Development, Volume 7, Issue 5, pp. 51–63. ISSN 0968-0810.
G. Roos, Lisa Fernström, S. Pike. (2004). Human resource management and business performance measurement. Measuring Business Excellence, Volume 8, Issue 1, pp. 28–37.
Dery, Kristine and MacCormick, Judith S. (2012). Engaged or just connected?: Smartphones and employee engagement. Organizational dynamics, Volume 41, Issue 3, pp. 194–201.
Fred Luthans and Suzanne J. Peterson. (2002). Employee engagement and manager self-efficacy. Journal of Management Development, Volume 21, Issue 5, pp. 376–387.
