Summary of “How to Tell Your Boss That You’re Not Engaged at Work”

William Kahn first introduced the term in 1990, defining it as “The degree of psychological identification employees experience with their job role or work persona.” He noticed that organizations tended to overlook the influence that everyday experiences have on people’s work motivation, focusing instead on their talents, skills, and expertise.
Although such qualities are no doubt critical, they are not sufficient to account for the wide range of subjective experiences employees have at work.
Despite the organizational benefits of engagement, global estimates indicate that most employees are not fully engaged at work – particularly in developed economies, where employees’ expectations are highest.
Using this line will remind your boss that employee engagement is not a philosophical or metaphysical notion.
Employees and managers are equally prone to optimizing work for efficiency and making everything as reliable and predictable as possible.
For managers, it’s a way to de-risk employees’ performance, ensuring they do what is expected as efficiently as possible, making Frederick Taylor – the father of management consulting and work efficiency – proud.
“I find my work exhausting – can you help me?” This final line is a gentle reminder that managers are largely responsible for the motivation levels of their employees and teams.
All motivation is ultimately self-motivation, but it is a manager’s job to help employees avoid draining and demotivating work situations – where exhausting barriers outweigh exciting challenges.

The orginal article.