Why Employees Become Disengaged: Top 7 Reasons

Employee engagement is a delicate concept. It can take time for an employee to become fully engaged, but it can be lost in an instant. Every organization strives for engaged employees, as their enthusiasm drives productivity, innovation, and loyalty. This is often why we hired them in the first place. How employees feel about their job directly impacts their willingness to go above and beyond.

However, many organizations struggle to maintain high engagement levels because they fail to address the frustrations that gradually erode morale. Below are the top seven frustrations that lead to employee disengagement:

Frustration #1: Pulling Extra Weight for Lazy Co-Workers

Few things sap morale faster than feeling like you’re carrying the team while others coast along. Employees who consistently see their hard work offset by a lack of effort from colleagues can quickly grow resentful. Over time, this frustration leads to burnout, disengagement, and potentially a resignation notice. Leaders need to address under performance head-on, setting clear expectations and holding all employees accountable to prevent this disparity.

Additionally, leaders should beware of "performance punishment," where high performers are given more work simply because they can be relied upon, especially when co-workers are not putting forth the same effort. This practice can exacerbate feelings of unfairness and lead to disengagement among top contributors.

Frustration #2: Lack of Communication from Leadership (Mixed Messages)

When leadership fails to communicate effectively or their delivery is inconsistent, employees are left in the dark. Mixed messages from different levels of leadership only add to the confusion. Transparent, consistent, and frequent communication is essential to ensure employees feel informed and aligned with the organization’s vision and goals.

Frustration #3: A Change-Resistant Environment ("We Tried That Before; It Didn’t Work")

Employees who bring fresh ideas often face push back in organizations that cling to outdated practices. This resistance is often expressed as, “We’ve always done it this way,” or “We tried that before, and it didn’t work.” Over time, such attitudes discourage innovation and leave employees feeling their contributions are undervalued. Leaders should cultivate a culture of experimentation and view past failures as opportunities for learning and growth.

Frustration #4: Gossip and Workplace Politics

Toxic behaviors such as gossip, office politics, or other divisive actions create an atmosphere of mistrust and anxiety. When employees perceive that success depends more on “who they know” rather than the merit of their character or performance, disengagement becomes inevitable. Organizations should foster a culture of collaboration, fairness, and mutual respect to counteract these frustrations and maintain a healthy work environment.

Frustration #5: Not Getting the Appreciation/Recognition They Feel They Deserve

Employees want to feel that their efforts are noticed and valued. A lack of recognition can make them question their worth to the organization, leading to disengagement. Regularly acknowledging their contributions, whether through a simple thank-you, public recognition, or tangible rewards—helps employees feel appreciated and motivated to continue performing at a high level.

Frustration #6: Perceived or Confirmed Favoritism

Favoritism—whether real or perceived—undermines trust and creates division within teams. Employees who believe they are overlooked for opportunities or recognition due to favoritism can become bitter and disengaged. Leaders must be transparent about decision-making processes and ensure fairness in how they assign responsibilities, promotions, and rewards.

Frustration #7: Lack of Trust in Manager/Supervisor/Leader/Executive

Trust is the cornerstone of any healthy workplace. When employees doubt their leaders' integrity, competence, or intentions, engagement plummets. Building trust starts with competence. Leaders must be well-versed in their roles, including understanding policies and organizational expectations. Trust also hinges on interpersonal character. Leaders should avoid gossip, profanity, sarcasm, and taking advantage of privileges (or perceived privileges) of their position. A good rule of thumb: if it applies to employees, it applies to the boss. Employees need to see that their leaders not only talk the talk but walk the walk.

One piece of scripture that applies here is Matthew 25:40: "I tell you the truth, when you did it to one of the least of these brothers and sisters, you were doing it to me!" (NLT)

Conclusion

Employee engagement is fragile and is largely shaped by the relationship employees have with their leaders. For this reason, leadership and supervisory skills are imperative. No organization can train its leaders too much.

By proactively addressing these frustrations, organizations can create an environment where employees feel valued, supported, and inspired. After all, a workplace culture that is psychologically safe energizes employees and propels the organization forward.

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