Workplace disenchantment can cause major issues for organisations - productivity decreases, employees can turn actively destructive and individual health and well-being can deteriorate. Most people start a job happy enough and determined to do a good job - if they are lucky, they have found a job which suits their skills and values. They may be eager, hopeful and willing to be engaged. So when and why do they become disenchanted and demotivated?
In this new book, Adrian Furnham and Luke Treglown look at several theories into job satisfaction and workplace motivation. They explore how much of a motivator money really is, and which personality profiles are more likely to lead to a disruptive, disenchanted employee.
Disenchantment discusses the related and identifiable behaviours that very clearly lead to disenchantment, and how individuals and organisations can work to prevent this and boost motivation and engagement in a way that is practicable and sustainable. Keeping employees motivated takes more than just ensuring they're not unhappy, and Disenchantment outlines some of the ways that organisations can manage this.
Adrian Furnham is Professor of Psychology at UCL. He has written over 1200 scientific papers and 80 books, and is among the most well-known and productive psychologists in the world, noted for his motivational speaking. Adrian is a newspaper columnist, previously at the Financial Times and the Sunday Times and a regular blogger He has written regularly for the Daily Telegraph and is a regular contributor to national and international radio and television stations, including the BBC, CNN, and ITV. Luke Treglown is a postgraduate student at UCL and working on this topic for his PhD. Luke also works at JTIP analyzing and promoting CultureMetrics - a tool that identifies the root causes of disenchantment within organisations.
Dedication Acknowledgements Chapter 1: Introduction Chapter 2: The Nature of Work Motivation: Passion, energy, flow and enchantment Chapter 3: A Theory of Disenchantment Chapter 4: The Bad Apple & Bad Barrel Hypothesis Chapter 5: Organisational Honesty, Lying and Hypocrisy Chapter 6: A Sense of Fairness: Perceived Equity and Inequity Chapter 7: Bullying versus Respect Chapter 8: Trust and Distrust Chapter 9: A Kept Word versus a Broken Promise Chapter 10: Implications of Disenchantment and Case Studies References