Given the story below, what would you have done if you were in Mohan's situation?XYZ Co. is an existing profit making FMCG Co. The company has 600 personnel and has branches all other the country....

Given the story below, what would you have done if you were in Mohan's situation?

XYZ Co. is an existing profit making FMCG Co. The company has 600 personnel and has branches all other the country. It has a separate training dept with a Training Manager, Mr.A.P.Mohan as its head who is supported by two qualified training officers. Mohan has been in the company for the last 8 years and is very efficient. A brief Description of the Problem is needed here:  Mohan wants to leave the organization. He is fed up with organizational politics. He is dissatisfied and frustrated. There are several reasons attached to it. First and foremost is that he is not paid adequately despite the fact that he has brought 12% growth in revenue to the company. The second reason is that he is not consulted and constantly neglected while making decisions on training aspects. Lastly, he considers himself to be a victim of politics played in the organization. The Production Manager is constantly hurting him and interferes with the work. Ashok, Mohan's boss, does not want him to leave the organization, as he knows that the efficiency will come down if he leaves. Ashok tries to convince Mohan that he should adjust to with the environment and also talks of how Mohan is constantly neglected. He talks of how politics is played in the organization and strengths and weaknesses of Mohan but does nothing to convince Mohan. Rather, he says that they have to adjust, as they are part of family run business. In this setting, personal equation rather than merit works. Mohan is not convinced, and says he is leaving.

Expert Answers
Ashley Kannan eNotes educator| Certified Educator

There are a couple of issues at play in this situation.  At the outset, I think that anyone who comments on any situation on how a worker experiences the onset of turnover might not be exactly in tune with the situation.  There is always the danger of rendering comments from a far removed vantage point.  Additionally, I think that there is a theoretical component in the situation that fails to acknowledge the reality into which decisions of this magnitude are made.  For example, if Mohan is not married or does not have children, that might impact his decision than if he did have dependents and obligations to which he felt connected.  The job market at the time of Mohan's predicament might also have something to do with his decision.  If he experiences this dissatisfaction at a point where there is expansion in the job market, he might have more flexibility to seek a new post.  If, however, he is experiencing these feelings at a time where there is contraction, his decisions might be impacted.  In this light, there is significant real world applications that impact the theoretical choices to be made.

The predicament does highlight many of the causes behind employee turnover and stress in the workplace, realities that impact organizations, clients, work environments, and workers.  Within the story, though, I believe that there are some issues that need to be addressed within the employee turnover and stress in the workplace contexts.  There seems to be two fundamental issues competing with one another in that Mohan is dissatisfied with compensation and the work climate.  The story does not tell us the company's policy or track record for compensation.  This means that if the company presented Mohan with a compensation package at the time of employment and it was evident that little change would be anticipated, then Mohan has to shoulder some of the blame for his unhappiness.  If, however, the company assured Mohan that there would be great chance for vertical movement in the company for greater compensation, his frustration is justified.  In terms of work climate issues, I am not sure what one can say if one is not in that position.  Workplace bullying is a real issue.  I think that the story does not necessarily speak to what steps Mohan can take about it.  For example, if XYZ does operate in a nation with anti- workplace bullying legislation or has a human relations department, these are steps that can be taken for Mohan to address the issue.  We are not fully left with a vision of what frustration he is experiencing.  Does he have a tyrant of a boss in a setting that does not merit?  This is something evident in many organizations.  Is it something more, moving into workplace bullying?  We are not sure.  In this, I believe that there are some further elements of clarification that are needed.  Simply put, I am not sure anyone can say with any real certainty what can be done until many of these issues are addressed, demonstrating how decisions regarding jobs and occupations can only be fully assessed by those in the situation with both the theoretical and real world comprehension of implications at their disposal.

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