People, Organisations and Leadership - Essay Example

These can be explained by looking at the reasons the employees who left the organisation gave for leaving and then analyzing them using popular human motivation theories. The following literature looks at the reasons which the employees gave for leaving and the analysis. Managers who left indicated he following factors as contributing to their need to leave; Isolation As for the junior line managers, one of the main reasons that they gave for leaving was that they felt isolated and that they were not being involved in policy development.

Two things arise from this. One of them is the fact that the executive managers failed to involve and consult the junior managers in the development of policies. It is an essential practice to always involve everyone in the organisation in any policy and strategy development process. Failing to do that will only lead to the employees feeling that they were left out in the process and this can increase the possibility of resistance to the strategies developed (Hubbard, Taylor, and Pocknee 1996).

At the same time, failing to involve the employees in development of policy and strategy development will only mean that the employees will most likely not agree with the changes (Turner and Crawford 1998). There is no new policy that does not involve a shift of the way the firm is operated. People generally do not like change. People do not trust change processes because they are never sure of how the process will affect their lives and work (Helen 2005). In this regard, people are built to naturally refuse and resist change.

This could be the reason why the changes introduced did not work. The other reissue with failing to involve the line managers in the process is that the managers may have felt overlooked. According to Maslow’s law, people’s needs change as their lives progress. In this example for instance, the needs of an employee are not like those of a line manager. A line manager, apart from having a good job and a good pay, would like to have job satisfaction (Cooper, Funnell, and Lee 2002). This job satisfaction comes from knowing that he is respected and recognised by the senior management (Bangs and Schaper 2003).

When this recognition is denied him by the senior management when management fails to consult him or her, they may have a feeling that they have not been not respected, and that thus have reduced job satisfaction. At the same time, recognition by the senior management is more likely to offer the manager a way to grow and advance in the workplace. Lack of respect from the juniors The junior line managers who left also talked about the fact that they did not feel respected by the employees they were managing.

This can be a particularly big source of job dissatisfaction regardless of how much the managers were earning. Money is not the only satisfaction source in a job because there are other very complex issues affecting satisfaction and motivation (Grenway 2008). This issue is probably connected with the above issue of isolation. The lack of respect from the subordinates could be because they know that their managers do not have the full backing of the senior management. According to the policy developed, line managers were supposed to have a closer monitoring of the employees in order to increase production.

This may have increase worker dissatisfaction because as Turner and Crawford 1998 say, people do not like to be monitored