Not Easy as 1,2,3
Ruihao Tang 21601819Not easy as 1,2,3Date 05/02/2016 It is a fresh start for George as new MBA graduate and acquired his first job.  He went to ABC consultant with ambitions and a belief of self-achievement. The first meeting with his new colleagues is quite successful and George would be able to join the bonus system as HR director said: “everyone gets onto the bonus system after 3 months.”  It was the first time he join the project team with Janet and Daniel. During the first meeting he was so nervous and astonished because he had never thought his colleagues knows so much about the project compare to his poor acknowledgment. Group meeting end up with disappointment of Janet, George decided to work harder than ever to try to “dazzle” Janet and others with his own idea during the approaching review meeting.  After handing in the report the night two days before its due. The next morning George surprisingly found out that his report has been viewed and criticised. All his idea was been pointed out as useless. The following weekend George rewrote his report with Janet’s comment and removed his ideas entirely. George is pissed off and a feeling of reluctance rose in his mind. He start to follow the trend and not as enthusiastic as he used to be. When it comes to the review meeting his was excited about join in the bonus system, yet the HR directed said George was not good as they thought and he could not join the bonus system this time.  After this sudden drop, George decided quit and yet he still wanted to talk to Janet.
“The strength of an individuals identification, with and involvement in a particular organization” (Porter, Steers, Mowday, &boulian, 1974). The commitment of organisation can effectively predict turn over. ABC consultant would result in lose more employees without changing their management thinking. The following strategies can be applied to the prevention of employees turn over: Provide employees with organisational support, let employees to understand the role perceptions applied to the MARS model, clearly clarify the links between performance and rewards and try to establish the performance base rewards and lastly organisation should told their managers to minimize the work place stressor, at least for their new team members. This essay would start for analysing the problems that occurs to George and leads to his turn over.George had encountered with several problems. Firstly is the poor rewards effectiveness. In another words the weak links between performance and the rewards.  As the comment of HR director everyone will be into the bonus system after 3 month. Yet it turns out is not true. What happened to George is that his he felt like been deceived and lost his enthusiasm as the link between the rewards his looking for and the performance he was required does not match. The next problem would focus on the work place stressor. Before George’s group meeting he was confident about what he had prepared for the meeting. Whereas, during the meeting he realised he there were much he should know about. He was stressed and too nevus to speak a single words. Yet he ended up with embarrassment and disappointment from Daniel and Janet. The situation was that George was only a fresh man in this company and he didn’t have any experience for such a task. As the area manager, Janet should have provided George with some guidance and tips for work instead of pushing him to the front line at once. The following issue occurs at the time George received the replied report. All he could see is the negative criticize of the report. He was blinded and started to follow orders instead of the work style he intended to have at the beginning. Which it ends up with George lost his motivation and decides to do the absolute minimum amount of jobs. As a fresh man, George would not likely to know what will a professional client report would be.  Constructive strength-based report will encourage George realise what is his weakness. George would be motivated as he had a need for affiliation.