Upon graduation, many graduates have proceeded to secure employment in companies they long coveted to join. Normally, expectations are high and one is prepared to assume responsibilities that come with the job. In fact, they tend to love their work, to excel at it to a level of attracting attention of their seniors. It reaches to a point the employee exhibit signs of being relied upon in future of the company. Despite all these promises, it is not once that such a promising development is cut short. Shortly after establishing themselves in the company, the narrative begins to change and talk of leaving the company begin. Such a significant reversal in attitude is a normal development and questions are bound to arise regarding the causes. With
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As Keillor observed, cultural conflicts, or value conflicts in interpreting values possess the potential of creating serious management issues that are at the center of human interaction and communication. Even though these may not be obvious from the onset, value conflicts are bound to have a profound influence on the organization and the management environment (36). For instance, many employees have been stunned by the hierarchical view of the relationships in some companies where the family members of the founder have significant influence in decision-making. Such situations have severally been seen to create ethical dilemmas within companies. In such a scenario, a professional employee would feel unappreciated if decision-making is still retained in the family. A company with such value conflicts is considered to stifle careers and inappropriate for individual’s growth prompting one to leave the company.
Conclusion
In conclusion, it is evident that managers play a role in a significant proportion of decisions to leave a company. Such reflects the considerable share of influence or control that managers have in preventing or correcting the situations that prompt employees to consider working elsewhere. Ineffectiveness of a manager tends to reflect in low employee productivity, limited contentment and increased drive to leave the company. Whenever an employee considers their relationship with the manager to be limiting and poisonous, the only option usually available is to move on
As Keillor observed, cultural conflicts, or value conflicts in interpreting values possess the potential of creating serious management issues that are at the center of human interaction and communication. Even though these may not be obvious from the onset, value conflicts are bound to have a profound influence on the organization and the management environment (36). For instance, many employees have been stunned by the hierarchical view of the relationships in some companies where the family members of the founder have significant influence in decision-making. Such situations have severally been seen to create ethical dilemmas within companies. In such a scenario, a professional employee would feel unappreciated if decision-making is still retained in the family. A company with such value conflicts is considered to stifle careers and inappropriate for individual’s growth prompting one to leave the company.
Conclusion
In conclusion, it is evident that managers play a role in a significant proportion of decisions to leave a company. Such reflects the considerable share of influence or control that managers have in preventing or correcting the situations that prompt employees to consider working elsewhere. Ineffectiveness of a manager tends to reflect in low employee productivity, limited contentment and increased drive to leave the company. Whenever an employee considers their relationship with the manager to be limiting and poisonous, the only option usually available is to move on