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| Main Authors: | , , , , |
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| Formato: | Recurso digital |
| Idioma: | |
| Publicado em: |
Zenodo
2025
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| Assuntos: | |
| Acesso em linha: | https://doi.org/10.5281/zenodo.18208644 |
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Sumário:
- <p><em><span lang="EN">In modern organizations, employee engagement metrics often measure employees' rational behavioral adaptation to system requirements rather than genuine corporate loyalty. Apparently high engagement masks simulated behavior: formal compliance with norms without internal identification with the company's goals and values. The study distinguishes between loyalty and adaptation. It is shown that digital HR tools, engagement surveys, and KPIs primarily measure adaptability rather than underlying motivation, leading to a systemic effect of simulated engagement. Substituting adaptation for loyalty creates managerial illusions of stability, distorts personnel decisions, provokes burnout, cynicism, and "silent sabotage," and reduces the organization's capacity for change. A conceptual model for distinguishing loyalty, engagement, and adaptation based on behavioral and motivational criteria is proposed, as well as practical recommendations for the transition from metric control to the diagnosis of the subjective position of employees to improve long-term organizational sustainability.</span></em></p>