Underworked and overpaid

Abstract

Theoretical basis

The purpose of this paper is to help readers better understand the psychological impact of employees feeling underutilized in the workplace.

Research methodology

The case is based on primary data collected from Jonathan and describes his actual experience in the workplace. Mark also provided input on the situation. Because Jonathan and Mark are still employed in the same institution, the names have been disguised to protect their identity.

Case overview/synopsis

Jonathan is a highly motivated and successful employee who was promoted into a position that had no real responsibility. His manager would not restructure the job to make it more challenging or rewarding, so after three years of frustration, Jonathan has to decide if he should keep trying to fix the job, coast until retirement or resign.

Complexity academic level

This case is applicable for undergraduate business courses in organizational behavior, principles of management, principles of human resource management or leadership.

Citation

Lilly, J. (2020), "Underworked and overpaid", , Vol. 16 No. 1, pp. 97-106. https://doi.org/10.1108/TCJ-06-2019-0059