Corporations often seek to please workers and customers. Employees that are completely satisfied are highly structured, function satisfied and dedicated to the job. Unfulfilled employees are, however, disengaged in industry and thus have retirement behaviour. Withdrawal behavior is a code of conduct where employees demonstrate their psychological or physical disengagement in a business (Robbins & Judge, 2015). Physical forms may be easily described as they are latent, revolving or absent at work. This article explores the effects of the withdrawal behaviour. Besides, withdrawal behavior decreases the productivity of an organization (Robbins & Judge, 2015). For instance, workers with this behavior get to work late and leave earlier hence their performance is low. On the same note, workers are lazy implying that their productivity decreases thus overall productivity of firm drops. Consequently, the financial returns, as well as the profitability, declines.
Similarly, the efficiency and effectiveness of the organization decrease due to increased coordination challenges encountered (Robbins & Judge, 2015). Some workers engage in non-work related tasks while neglecting their roles and as a result the efficiency of performing allocated tasks decreases.
Remarkably, the behavior results in increased costs. For instance, if an employee commences work late and leaves early, there is an extra work left behind hence the need to working overtime for some employees to achieve the desired goal. The undesired overtimes are costly to the firm.
Additionally, withdrawal behaviors cause increased cooperation problems. The managers and top officials always have a conflict with the absent workers due to their poor cooperation behavior (Robbins & Judge, 2015). On the same note, workers with this behavior show little or no cooperation with the top management or their workmates which lowers the overall performance of an organization.
In conclusion, withdrawal behavior is characterized by disengagements and non-compliance at workplaces through lateness, turnover or absenteeism. Consequently, the action results in adverse impacts to the organization in many ways. For instance, the productivity and efficiency of the business decrease due to poor performance (Robbins & Judge, 2015). Also, an additional cost is incurred to pay for undesired overtime or to recruit new employees in case of employee turnover. Finally, the behavior results in increased coordination and cooperation problem hence conflicts.
Robbins, S., P. & Judge, T., A. (2015). Organizational behavior. (16th Edition). Harlow: Pearson Education.