Unmasking Organizational Alienation: A Multidimensional Analysis of its Impact on Employee Engagement in the Modern Workplace

Organizational alienation, a multidimensional construct rooted in classical sociological theory, has re-emerged as a critical concern in today?s fast-paced, technology-driven workplaces. This study explores the psychological and structural factors contributing to employee alienation and its impact on engagement and retention. Drawing on a mixed theoretical foundation?Marx?s Theory of Alienation, the Job Characteristics Model, Psychological Contract Theory, and Social Exchange Theory?this paper presents an integrated conceptual model linking organizational structure, alienation dimensions, engagement levels, and retention outcomes. Data from 300 respondents reveal moderate perceptions of organizational structure alongside elevated levels of alienation, especially powerlessness and meaninglessness. The findings underscore how alienation lowers emotional, cognitive, and behavioural engagement, subsequently increasing turnover intentions. The study concludes with strategic interventions such as participative decision-making, job redesign, transparent communication, and tailored engagement programs. These insights aim to guide organizations in reducing alienation and fostering a more committed, resilient, and high-performing workforce.