Organisations and enterprises consist of people who are expected to align with their vision and philosophy. However, there are no guarantees that individuals will not hold differing opinions and perspectives. Given that some individuals within organisations possess strong egos and personalities, these factors can contribute to aggressive behaviours, dissenting voices, apathy, and indifference.
Workplaces, whether in the public or private sector, are not immune from having disengaged and disgruntled workers. Employers can sometimes be surprised to learn that their employees have reasons for their discontent. They may be misguided by the fact that their employees are well-paid and have good conditions of service. Employers may overlook the fact that, despite these conditions, employees generally believe the employer’s primary focus is meeting targets and timelines. Unfortunately, some employers fail to recognise their employees’ dissatisfaction with rigid policies, the leadership and management style, the dominance of management control, and the sidelining of workers from having input in charting the organisation’s future, including involvement in the decision-making process.
The extent to which this marginalisation and exclusion negatively impacts the growth of organisations becomes debatable, as workers often continue to function within the environment. While many workplaces become stressful, some can be described as toxic. Employers may ignore the fact that workers are dissatisfied and fail to recognise that they are part of the problem. More often than not, workers complain of a poor employer-employee relationship. It does not seem to resonate with employers that trust and communication are the two most important pillars of any relationship.
It must be emphasised that effective management is essential in building strong relationships and ensuring employee engagement. The consequence of not placing confidence in employees is resentment and pushback. Based on the narrow thinking of some employers, the response is usually not to embrace workers but to demonstrate that power and authority reside with management. It is, therefore, not unusual for frustrated workers to display negative attitudes and behaviours and, moreover, create disruption. Workers are known to increase their complaints, resist change, and refuse to be team players. This dissatisfaction often leads to a decline in employee morale, workplace performance, and productivity, and an increase in workplace conflicts. This raises the question of whether it is wise to follow a path that creates dissatisfied and discontented employees.
It should not be ignored that some employees have bad attitudes and dispositions. They may try to dictate to management what should or should not be done, question instructions, and become arrogant, and even pretentious. These are often the employees who, when they don’t get their way, become disgruntled and uncooperative.
The employer or management personnel who turn a blind eye to the existence of disgruntled or disengaged employees is clearly unaware of the negative impact this could have on the business. Employers should bear in mind that the core of any business is the quality of customer service provided by employees. The last thing any employer wants is negative publicity, which can harm the image and reputation of the business. Employers should also recognise that employees have a sense of power, which, if well-planned and executed, can be destructive to a business.
Employers can help reduce the incidence of disengaged and disgruntled workers by engaging in effective communication, inviting and listening to workers’ input on operations, and recognising the value of employees through a well-designed recognition and reward system. Though it should be a last resort, employers may need to take action if a disgruntled worker proves overly problematic and resistant to change.
Employers and management personnel should closely monitor signs that workers may be disgruntled or disengaged. These include decreased productivity, frequent absenteeism, negative attitudes, lack of initiative, frequent complaints and grievances, and physical signs of stress, such as fatigue and irritability, according to consultant JD Spinoza.
Dennis De Peiza is a labour and employee relations consultant with Regional Management Services Inc.
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