Disengagement among employees is costing trillions of dollars in lost productivity, high turnover and the potential loss of future professionals. Managers have reacted to disengagement with complex integration schemes and traditional motivation strategies. These panaceas have enjoyed little success. “Ghosting,” “quiet quitting” and actual defection continue.
What these young workers want, as my research has revealed, is some of the power they observe in the employer/employee relationship, little of which accrues to them. When power is not shared, they check out—either mentally or actually. In their own words (from my research), “What else can we do?”
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