Vol. 27 No. 2 (2024)
Articles

DEMORALISATION AND DEMOTIVATION IN THE ORGANISATION

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  • Teodora Mladenova

Published 11/14/2024

Keywords

  • Employee demoralisation,
  • organisational demotivation,
  • empowerment,
  • burnout prevention,
  • employee engagement strategies

How to Cite

Mladenova, T. (2024). DEMORALISATION AND DEMOTIVATION IN THE ORGANISATION. Psychological Research (in the Balkans), 27(2). Retrieved from https://journalofpsychology.org/index.php/1/article/view/165

Copyright (c) 2024 Psychological Research (in the Balkans)

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Abstract

This paper examines the factors contributing to demoralisation and demotivation within organisations, with a focus on how these issues impact employee performance and overall organisational success. The discussion centers on several key areas, including de-empowerment, lack of control over decisions, and the exclusion of middle management and direct supervisors from senior-level decision-making. Additionally, the financial aspects, lack of development oppor- tunities, alienation from socialisation and team ties, and insufficient management focus on team morale and cohesion are explored. These elements often compound the issue of burnout, especially when organisations focus on resilience without addressing capacity and unrealistic deadlines. By identifying these demotivating factors and their interconnections, the paper highlights how organisations can address these challenges through better engagement strategies, improved deci- sion-making processes, and a more realistic assessment of employee workloads.

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