INTERNATIONAL JOURNAL OF SCIENTIFIC & TECHNOLOGY RESEARCH VOLUME 9, ISSUE 03, MARCH 2020 ISSN 2277-8616 1483 IJSTR©2020 www.ijstr.org Root Cause Analysis Of Faculty Dis-Engagement In Higher Education Sector Using Fish Bone Diagram Ch.Madhavi Latha, Dr.Anouja Mohanthy, Nalla Ramakrishna ABSTRACT: Engagement of employees is the critical factor and has much impact on the organizations, institutions and companies in achieving their vision and mission. Employee engagement is the physical, emotional, cognitive and intellectual involvement of an individual. In today’s turbulent environment the role of an engaged faculty in the higher education sector is highly undisputable. An engaged teacher will show high degree of commitment and involvement in the profession which will result in the quality outcomes. The objective of this study is to analyze the root causes for the faculty disengagement and to analyze the factors influencing majorly for dis-engagement in selected private higher education institutions in Bangalore by the both qualitative and quantitative methods. Some of the personal and organizational factors were analyzed through RCA(root cause analysis) using fish bone structure supported by literature review and validated through regression analysis. It was noticed that all the identified factors through RCA are influencing factors of faculty dis-engagement. However, the major influencing factors for dis-engagement identified are spiritual quotient of the faculty and HR policies of the organization are responsible for faculty dis-engagement. Lessons learned, suggested directions to minimize faculty disengagement and optimize faculty engagement and to promote faculty wellbeing. Key words: dis-engagement, engagement, faculty, higher education, organizational factors, personal factors, root causes ——————————  —————————— 1. INTRODUCTION : Employee engagement is termed as the level of commitment and involvement of an employee towards their organization and its values. For the success of an organization the positive attitude of an employee towards his work is very important. In today’s turbulent environment the role of an engaged faculty in higher education sector is highly undisputable. An engaged teacher will show high degree of commitment and involvement in the profession which will result in the quality outcomes. There is a tremendous diversity across higher education today and experiencing massive changes in internal and external expectations. faculty engagement has become a compelling aspect. Some institutions have made little progress, others have transformed themselves into highly engaged universities and colleges. Several phenomena are responsible for the progress. psychological connectedness of faculty towards their work need to be studied within higher education settings With the government putting special emphasis on higher education sector by opening IIMs, B schools, foreign universities, Private universities offering number of courses in commerce and management fields. The pressure on existing private colleges to offer more number of courses, to revive the existing curriculum became necessary. This lead to more pressure on the faculty without altering their required resources causing dis-engagement. The present study tried to emphasize on the factors responsible for faculty dis-engagement in the selected private higher education’s institutions in Bangalore. 2. LITERATURE REVIEW: 2.1EMPLOYEE ENGAGEMENT: Engagement is first conceptualized by Khan(1990) as the harnessing oneself to their work roles, expressing physically, cognitively and emotionally in their role performances. According to Gallup(2002) there are three types of people. Engaged employees, not engaged employees and actively dis-engaged employees. Engaged employees are builders who consistently strive to give excellence within their roles. Not engaged employees focus on the tasks spelled out to them rather than the goals of the organization. They do what they are told to do. Actively dis–engaged employees are dangerous individuals who not only perform well but also demotivate the performer in the organization. So, it is very important to keep the employees engaged otherwise they can be threat to the organization. Employee engagement has been defined in many different ways and the definitions and measures often sound like other better known and established constructs like organizational commitment and organizational citizenship behavior (Robinsonetal., 2004).In the academic literature, a number of definitions have been provided. disengagement means ―the uncoupling of oneselves from duties or work roles. in disengagement, people withdraw themselves physically, cognitively, or emotionally during role performances‖Khan(1990). 2.2FACTORS INFLUENCING ENGAGEMENT According to saks(2006) The antecedents of employee engagement are job characteristics, perceived organizational support, perceived supervisor support, reward and recognition. Khan(1990) found that supportive and trusting interpersonal relationships as well as supportive team promote employee engagement. compensation is the important attribute to employee engagement that motivates employee to achieve more and hence more focus on work and personal development. Organizational policies, procedures, structures, systems decide the extent to which employees are engaged in an organization. They may include fair recruitment and selection, flexi-timings, aid in balancing work and family, fair promotional policies etc Schneider(2009). longitudinal study is required to examine more comprehensive models of employee well being (B.schaufeli 2004). Employees who are in positive affective state may build personal (i.e., self-efficacy, optimism) and psychosocial i.e., job resources. Engaged employees not only feel good about themselves, but also they are best able to mobilize support from colleagues, receive feedback and to create opportunities at work( B.baker, evangelia Demerouti, Wilmar B.schaufeli.,2004).