Joe Smith is an average man. He gets up at 6 am every morning and gets ready for work. At 8 am, he leaves his house and prepares for the long day ahead by stopping by Starbucks and ordering his favorite drink. None of this, however, can fix how frustrated work makes Joe feel. He is micromanaged, overworked, and he feels as if he does not even have the skills to complete his job effectively and efficiently. One day, Joe reaches the breaking point and starts looking for a new job. Two weeks later he quits and covers up the real reason he is leaving with the excuse of "the new job pays better", or, at least, that is what Leigh Branham, the author of the book, The 7 Hidden Reasons Employees Leave, would wager. Branham states that "people join companies,
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Ethical and cross-cultural issues are two big factors that can contribute to this, as well as another example of an area that managers, in certain circumstances, can have little control over. In most situations, people will look to join companies whose values coincide with their own, The general population does not desire to work for a company that trashes their personal morals, beliefs, or culture. Situations like that can build tension in the workplace and will generally make that work environment undesirable for those who do not feel the things that they find of key importance are being respected and upheld. For example, my grandfather used to work for a pharmaceutical company in quality management. He discovered that the company was cutting corners to avoid additional costs in production. Not only was this act unethical, but it was also illegal. After management refused to do anything about this, my grandfather reported the company and went to apply his skills elsewhere. This is a prime representation of how crossing ethical boundaries cannot only harm a business’s legal standing, but it can increase the chance of a dedicated employee leaving the company, too. Also, if a company or manager does not try to understand how the culture of a worker effects their work ethic, motivation, and attitude, there is an increased chance that a worker’s productivity will decrease and that the worker will become disengaged. This is why both ethics and culture and very important in professional work settings, especially for
Ethical and cross-cultural issues are two big factors that can contribute to this, as well as another example of an area that managers, in certain circumstances, can have little control over. In most situations, people will look to join companies whose values coincide with their own, The general population does not desire to work for a company that trashes their personal morals, beliefs, or culture. Situations like that can build tension in the workplace and will generally make that work environment undesirable for those who do not feel the things that they find of key importance are being respected and upheld. For example, my grandfather used to work for a pharmaceutical company in quality management. He discovered that the company was cutting corners to avoid additional costs in production. Not only was this act unethical, but it was also illegal. After management refused to do anything about this, my grandfather reported the company and went to apply his skills elsewhere. This is a prime representation of how crossing ethical boundaries cannot only harm a business’s legal standing, but it can increase the chance of a dedicated employee leaving the company, too. Also, if a company or manager does not try to understand how the culture of a worker effects their work ethic, motivation, and attitude, there is an increased chance that a worker’s productivity will decrease and that the worker will become disengaged. This is why both ethics and culture and very important in professional work settings, especially for