Work disengagement among SME workers: evidence from India

Abstract

PurposeThe purpose of this paper is to examine the two alternative theoretical explanations of disengagement at work. Following the job demands-resources (JD-R) perspective, the relationship between job complexity and disengagement is tested. In accordance with the process model of burnout, the association between exhaustion and disengagement is examined. The paper also examines conservation of resources (COR) as an integrative framework as far as the moderating role of resilience in both these relationships is concerned.Design/methodology/approachSurvey-based quantitative methodology was followed. A total of 138 employees of an agro-processing unit in North India were surveyed, and 119 usable responses were obtained. Besides the constructs of interest, the questionnaire also sought responses on the relevant demographic variables.FindingsBoth job complexity and exhaustion predicted disengagement at work. However, contrary to a negatively hypothesized relationship between job complexity and disengagement, a positive association was found. Resilience was found to be negatively moderating exhaustion-disengagement relationship. No influence of resilience was found on the complexity-disengagement association.Research limitations/implicationsThe findings could be specific to the sample and to India. Caution should be exercised while generalizing. Future researchers should validate the findings across contexts.Practical implicationsThe results suggest that complexity may not necessarily be perceived as a resource. Hence organizations must invest in training and skill development programs for their workers. Further, managers should assess resilience as an important component while selecting workers.Originality/valueContrary findings vis-à-vis job complexity and disengagement could have implications for the JD-R perspective. Further, this research integrates alternative explanations of disengagement employing the COR framework.