The Phenomenon of Workplace Withdrawal: A Developmental Psychological Perspective on Employee Well-Being and Responsibility

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.

Developmental psychology; employee well-being

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