There is some very interesting food for thought in all these messages. I would agree with all the above contributions at face value. However, I can't help feeling that the "big ticket" item is to do with the quality of immediate management. At the moment I am working in a lower paid contract position in a government sector, even though I could return to a higher salary in my "home" department. Why? A culture of cut-throat management that is allowed to fester in a workforce of 26,000 people. The hierarchical structure is so deeply embedded that the grossest of injustices are not dealt with (vilification, sexual harassment- you name it!). I have not often been victim to this kind of behaviour, (and when I have been, I've openly challenged) but the culture is a morale killer. I'm working in an OHS and injury management context in this contract job, and have been involved in research on "psychological injury" over 5 justice related departments. What do we find? More than 70% of these claims relate to aggressive or disinterested managers. The rest are mostly to do with colleague conflict that is poorly handled. A tiny 2 - 3 % relate to traumatic incidents (attending road accidents/crime scenes/prison violence etc). It would be hard to find tougher, more macho workforces anywhere, but a bad boss is too much for many. To me, this says it all! The costs of this fatal weakness is staggering!
From Australia, Ballarat
12From Australia, Ballarat
I agree with the concept that the quality of immediate management matters. Here I referring to cases in public limited / large corporations. The middle management , who are saddled with operation and activities, are often responsible for managing teams of people [ both small and large]. These managers, some with MBA degrees, are often lacking people management skills. They are functionally competent and produce excellent results. Under pressure , they crack. The first victims are the subordinates. I have recommeded , and implemented in some corporations PEOPLE MANAGEMENT SKILLS PROGRAMS for sales managers, factory managers, production managers etc. regards, LEO LINGHAM
From India, Mumbai
From India, Mumbai
Joining a company is influenced by several factors .... Company Brand, Its status in the Market, Its growth, Growth opportunities, SALARY etc... But once a person gets in a company, all these reasons fizzle out to hold him .... he might remain with the company for the salary ... but only to a certain extent of time. How he is treated is very impotant. Salaries are deposited into bank accounts. Employees do not 'see' their salaries. What they do see and experience is the behavious of their bosses and peers everyday. If these things are unacceptable to him, you can really expect him to dissappear as soon as he can or as soon as his tolerance level go beyond the 'attraction and holding power' of the salary which is the 'real' take home for the person and not the other things. I would like the views of members on the practice of 'depositing the salary deirectly into bank accounts of the employee' .... From a "psycological point of view" . . . What happens is that the employee does not ever 'see' the 'salary' figures. I dont object to the depositing of money directly in bank accounts. But to the practice of doing away with salary slips ... Employees are no longer receiving the 'joy of getting a salary' .... and in several jobs ' the 'kick' of getting a high salary' .... Can some members throw some light of their personal views on the impaact of the above observation on employee morale and motivation. . . . shoOOonya . . .
From Switzerland, Geneva
From Switzerland, Geneva
At lower grade levels, where there is no other perks/ benefits, the salary in hand is a great motivator. At the middle management level, the salary slip is a "security" which means the money in the bank is guaranteed. At least the middle manager can confidently start spending or write cheques. For the senior management, it would make very little difference. REGARDS LEO LINGHAM
From India, Mumbai
From India, Mumbai
Hi, I quite agree that in today's world the 'joy of earning', is less compared to the joy our parents had when they would receive their salary and spend it on us, children. The value of money is also coming down. Earning a 5-digit amt has become so common these days. Yet the commitments have not come down. Inspite of '5-digit' salary the amt of loans on individuals is only piling up. The thought that employees do not 'see' their salary is thought provoking, but practically is it possible to pay salary??? Probably, we [HRs] could work out a strategy of paying the incentives, bonus, awards in cash instead of depositing them. The marketing team is paid petrol allowance in the form of indents, we could change that too. Coming to the million dollar question 'why do employees leave organisation?' apart from what has been discussed so far, one of the major reasons according to me is ' Brand Name'. The majority of the work force are young, energetic and want to achieve at the speed of light. They are carried away with the brand name of top companies. Many of them fail to understand that 'grass only appears to be green on the other side'. In mid-sized cos. there is lot of recognistion and mgt hears to your problems. You are liberal in terms of policies and procedures. As HRs, we not only have to make the employees realise that, but would also have to work towards increasing the brand value of our company. The marketing dept. works towards this in terms of increasing the revenues, building more clientele etc., but the HR dept would be doing it for its people, employees. We could probably think of more innovative and cost effective ideas towards increasing the brand value. What do you say? Regards, Soumya Shankar
From India, Bangalore
From India, Bangalore
That was a nice LoT .... Brand Name .... I feel that Internal Branding is really a very important part of organisation survival. It is not the job of the Marketing dept nor the objectives are the same. IB is not about products or services. Its about the PEOPLE around. It is aimed at the Employees. It is about the COMPANY as a WORKPLACE. We could look at the factors / parameters used by the Biz Magz to determine 'The Best Workplaces of the Year' . .. and use them to create a roadmap for IB. This would also look at all kinds of inputs from employees to make them 'stick' to the company. Some things which strike me are . . . -- Monday Morning Blues -- Welfare aned Facilities -- training and Development -- Infrastructure -- Communication & Commuting Facitlities -- Trust and Freedom Other members could add several more .... this is just a start ... Looking at these factoirs adn tackling them with due inputs from employees could go a long way in creating the 'Brand' ... more thoughts invited on this . . . ... shoOoonya ...
From Switzerland, Geneva
From Switzerland, Geneva
hi Apart the reasons you stated, the individual employee's perception could also be the reason for quit. Every one as individual has some pre entry expectations with regard to the job,profile,responsibilities,career growth,pay,perks,allowances and incentives etc., If all or some or majority of the pre entry expectations are come true in the post entry,then there will not be any problem. If not then he/she trying to leave from the org.
From India, Madras
From India, Madras
Hi all, Its very difficult for me ..find a new reason for employee quitting job . coz almost every point is discussed. I dont want to elaborate ... but want to give the exact picture ... or would say hitting the bullseye. However, if u ask me the primary reason ... I say for "Better Career oppurtunity" . guys be honest.. though many articles/surveys in recent time show that money is not the biggest motivator.. its a hard truth that money is the secondary reason. third reason would be company's poor management.... even there are other reasons of less importance. **** Guys do u agree**** hope so!!! :D :D :D Regards
From India, Madras
From India, Madras
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