Psychological and Physical Withdrawals

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Psychological and Physical withdrawals According to the text, there are psychological and physical withdrawals, both of which are very prevalent in my workplace. Psychological withdrawal, which consists of actions that provide a mental escape from the work environment (Colquitt 2013), such as cyberloafing, exists everywhere, although I believe part of it is that it is not a busy atmosphere. I think the real problem is the physical withdrawal, defined as actions that provide a physical escape, such as tardiness, absenteeism, and quitting (Colquitt 2013). We had three employees leave recently to some extent because they were treated with disrespect. All were avoidable withdrawals with the blame connecting to issues that could have been resolved by management. My workplace, as far as I can tell, just turns a blind eye to the situation. I have seen no difference in attitude as a result of employee withdrawal behaviors. The employees see it as justified and understand, but the management doesn’t seem to realize the situation, or, if they do, don’t care to take any steps necessary to avoid this in the future. If they did learn from and track these behaviors, I think that the workplace would improve because the situation that caused these specific physical withdrawals affects everyone. I really don’t see it being that difficult to do; I believe management simply lacks the motivation or insight. The effects of workforce diversity, employee differences due to race, culture, gender, age, etc. (Colquitt 2013) upon the situation are, I feel, minimal. The job situation is very locally-grounded and employees are almost all white or African-American. The issues appear to be related to personal problems rather than some bias. For example, problems that affect international employees have a similar effect in my workplace, such as work adjustment (comfort with job

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