Modern organizational structures have become increasingly complex due to rapidly changing environmental conditions, technological advancements, and mounting competitive pressures. These transformations significantly affect employees’ relationships with their organizations. Individuals face the risk of losing their sense of meaning, belonging, and control not only toward their jobs but also toward their organizations, colleagues, and even their own roles. This situation reflects a multidimensional and dynamic process known as organizational alienation.

In this section, the general framework of the concept of alienation is first outlined, and Seeman’s five-dimensional model is used as a basis to explain the types of alienation, including powerlessness, meaninglessness, normlessness, social isolation, and self-estrangement. Subsequently, the concept of organizational alienation is addressed by exploring the reasons why individuals may feel excluded within organizational processes. In this context, the influence of organizational factors such as management style, division of labor, information flow, and organizational size is examined alongside environmental factors such as economic instability, social disintegration, political distrust, and technological transformation.

In the subsequent parts of the study, it is emphasized that the feeling of alienation can lead to dangerous consequences such as decreased morale within the organization, burnout syndrome, absenteeism, and diminished performance. It is also stated that this process may trigger tendencies toward unethical behavior among employees.

In this context, the study presents strategic recommendations for the prevention and management of alienation, highlighting the importance of intervention tools such as human resources practices, job crafting, leadership approaches, and participative management. While it is acknowledged that alienation cannot be entirely eliminated, it is emphasized that its impact can be mitigated through appropriate interventions and preventive strategies. Therefore, it is critical for organizations to continuously monitor this phenomenon in order to protect employee well-being and maintain systemic balance. In this regard, the study aims to contribute to the understanding and management of alienation—a dangerous behavioral pattern in organizations that often goes unnoticed but whose effects are increasingly significant. The findings offer both preventive and corrective intervention opportunities for managers and policy-makers.