Engagement with work has been one of the most influential management ideas of recent decades. A prevalent assumption is that engagement is inherently beneficial and disengagement is a problem to be addressed. Yet theory and research on disengagement show it may not have the assumed negative impact on organizations, and at times may be beneficial for employees. This research seeks to unpack the underlying assumptions of work disengagement through collating and reviewing studies of the phenomenon. The paper makes three contributions. First, it provides a clear argument for why disengagement is a concept worth studying in its own right, as a functional coping response. Second, it offers a typology of the antecedents that applies to current theoretical frameworks. Third, it suggests differentiating between engaged, not engaged, and disengaged to address various levels of dedication to work domains and provide a basis for more evidence-based HR interventions.

参与工作一直是近几十年来最有影响力的管理理念之一。一个普遍的假设是，参与本质上是有益的，而脱离是一个需要解决的问题。然而，脱离参与的理论和研究表明，它可能不会对组织产生负面影响，有时可能对员工有益。本研究旨在通过整理和回顾对这一现象的研究来揭示工作脱离的基本假设。这篇论文做出了三个贡献。首先，它提供了一个清晰的论据，说明为什么脱离接触本身就是一个值得研究的概念，作为一种功能性的应对反应。其次，它提供了适用于当前理论框架的前因类型学。第三，它建议区分敬业度和未敬业度，