INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)
ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025
The Phenomenon of Workplace Withdrawal: A Developmental
Psychological Perspective on Employee Well-Being and
Responsibility
Abdul Khalid Mahdi, Mohamad Ibrani Shahrimin Adam Assim, Siti Nur Rohani Hasbie
Universiti Putra Malaysia
Received: 26 October 2025; Accepted: 04 November 2025; Published: 20 November 2025
ABSTRACT
The phenomenon of workplace withdrawal referring to employees’ tendency to detach themselves physically,
emotionally, and cognitively from their work duties during working hours has increasingly drawn attention
within the context of human resource management in Malaysia’s public sector. This study aims to understand
the phenomenon from a developmental psychological perspective, focusing on the relationship between
psychological well-being, personal responsibility, and individual developmental dynamics within the workplace
environment. Through a conceptual-empirical approach, this study proposes that workplace withdrawal is not
merely a result of stress or job dissatisfaction but also a manifestation of an imbalance in adult psychological
development processes, such as self-immaturity, lack of work meaning, and poor emotional regulation. The
proposed model integrates Erikson’s psychosocial development theory, Deci and Ryan’s (2000) Self-
Determination Theory, and Seligman’s (2011) PERMA Model of Workplace Well-being to explain the
interaction between basic psychological needs and the balance of individual development. Conceptual analysis
and simulated findings indicate that low psychological well-being and weak personal responsibility are the
primary predictors of workplace withdrawal. The study recommends developmental psychology-based
interventions at the workplace, such as self-awareness programs, psychological coaching, and continuous self-
development initiatives. The findings are expected to strengthen human resource management strategies in
fostering healthier and more productive organizations.
Keywords: Developmental psychology; employee well-being; workplace withdrawal; personal responsibility;
psychological balance; Malaysian public sector.
INTRODUCTION
Over the past decade, both public and private sector organizations in Malaysia have faced a growing issue of
employee withdrawal during working hours manifesting either physically (frequent absence from workstations
without valid reasons) or psychologically (reduced emotional and cognitive engagement with work tasks). This
phenomenon, known as workplace withdrawal, has evolved from being a peripheral concern into a key indicator
of declining psychological well-being, intrinsic motivation, and professional responsibility among employees.
In general, workplace withdrawal can be defined as a behavioral pattern in which individuals gradually distance
themselves from their job roles, either through absenteeism, tardiness, declining productivity, or reduced
emotional engagement (Hanisch & Hulin, 1991; Holtom et al., 2022). In Malaysia, this issue is particularly
evident among public sector employees in health facilities and administrative departments, where job stress,
bureaucratic constraints, and emotional fatigue often drive avoidance behaviors and reduced accountability
(Noraini et al., 2023).
However, this phenomenon cannot be explained solely by external factors such as organizational pressure or
leadership style. From a developmental psychology standpoint, withdrawal behavior reflects an imbalance in
adults’ intrapsychic growth processes particularly in their ability to regulate emotions, construct meaning in
work, and sustain long-term commitment (Erikson, 1963; McAdams, 2020). Individuals who fail to attain
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