Understanding Desta’s Workplace Disengagement: A Psychological Perspective

Desta, a long-serving employee at a multi-business company, has become disgruntled after failing to secure a promotion to Divisional Managing Director. Despite discussions with his boss, Farai, Desta’s negative behavior persists, leaving Farai to consider options like early retirement. To understand and address Desta’s situation, it is essential to apply psychological theories that explain his behavior and offer strategies for resolution. This article examines Desta’s case through the lenses of Expectancy Theory, Equity Theory, and Erikson’s Psychosocial Development Theory to uncover the root causes of his disengagement and suggest actionable interventions.

1. Expectancy Theory: The Impact of Unmet Expectations

Expectancy Theory, proposed by Victor Vroom (1964), explains motivation as a function of three factors: expectancy (belief that effort leads to performance), instrumentality (belief that performance leads to outcomes), and valence (value placed on the outcomes). Desta likely invested significant effort in his role, believing that his performance would secure the promotion. When this expectation was unmet, his motivation plummeted, leading to disengagement.

In Desta’s case, the failure to achieve the desired role likely disrupted the connection between effort and reward, causing him to feel undervalued. This disconnection has left him questioning whether further efforts are worth pursuing.

Interventions:

• Clarify Decision-Making: Farai should engage Desta in a transparent conversation about why the promotion decision was made. This will help Desta understand the rationale and reduce feelings of ambiguity.
• Set New Goals: Assign Desta meaningful and achievable objectives for the remainder of his career, ensuring these are linked to recognition or rewards to restore his sense of purpose.
• Acknowledge Contributions: Publicly recognize Desta’s past achievements to reinforce the value of his efforts and rebuild his motivation.

2. Equity Theory: Perceptions of Fairness

Equity Theory, developed by J. Stacy Adams (1963), posits that individuals compare their input-output ratios to those of others to evaluate fairness. Desta may feel that his qualifications, experience, and contributions outweighed those of the person who was promoted. If Desta perceives this decision as unfair, it can result in feelings of resentment and reduced engagement.

This perception of inequity may manifest in behaviors such as decreased productivity, withdrawal, or open frustration, as Desta struggles to reconcile the disparity between his expectations and the outcome.

Interventions:

• Transparent Communication: Farai should explain the criteria used for the promotion, ensuring Desta understands how decisions were made and addressing any misconceptions about fairness.
• Restore Balance: Offer Desta opportunities to lead high-profile projects or initiatives, reaffirming his importance and demonstrating that his contributions are still valued.
• Focus on Development: Provide Desta with career development opportunities, such as mentoring younger employees, to shift his focus from past disappointments to future impacts.

3. Erikson’s Psychosocial Development Theory: Generativity vs. Stagnation

Erik Erikson’s Psychosocial Development Theory identifies the stage of “Generativity vs. Stagnation” as critical for individuals in late adulthood. At this stage, individuals seek to leave a meaningful legacy and contribute to the growth of others. Desta, nearing retirement, may have viewed the Managing Director role as an opportunity to solidify his legacy. Failing to secure this role could leave him feeling stagnant and questioning his relevance within the organization.

The lack of a clear path for generativity—or leaving an enduring impact—might explain Desta’s frustration and disengagement. Without opportunities to contribute meaningfully, he may feel unfulfilled and undervalued.

Interventions:

• Mentorship Roles: Assign Desta a mentorship role to guide and develop younger employees. This will provide him with a sense of purpose and allow him to leave a lasting legacy.
• Celebrate His Legacy: Recognize Desta’s contributions over the years through ceremonies, awards, or testimonials to reinforce his value and significance to the organization.
• Create Leadership Opportunities: While the Managing Director role is unavailable, Desta could be given strategic leadership roles in specific projects, allowing him to demonstrate his expertise and feel impactful.

Moving Forward: A Path to Reengagement

Desta’s disengagement is rooted in unmet expectations, perceived unfairness, and a lack of opportunities to fulfill his psychological need for generativity. By applying the principles of Expectancy Theory, Equity Theory, and Erikson’s Psychosocial Development Theory, Farai can design interventions that address Desta’s concerns and reignite his motivation.

Key Steps for Farai:

1. Engage Desta in transparent discussions about the promotion decision and his future within the company.
2. Rebuild Desta’s motivation by setting new goals tied to recognition and rewarding contributions.
3. Provide opportunities for Desta to leave a lasting impact through mentorship and strategic leadership roles.
4. Celebrate Desta’s legacy to ensure he feels valued as he approaches retirement.

By addressing the psychological factors driving Desta’s behavior, Farai can create a supportive environment that allows Desta to rediscover his purpose, maintain his engagement, and leave the organization on a positive note. This approach not only benefits Desta but also reinforces a culture of fairness and respect within the company.