Making Entry & Exit Meaningful

By Jagdish Rout
“The world is changing and changeable, and it is the go of the world.” Like birth and death, entry and exit is an integral part of life. The remarkable thing is that how we come in and go out.
Our point of discussion here is leading a dignified life. In a bid to eke out a living one has to work and earn. One needs a job. However, job satisfaction is also a major concern. One gets a job as per his/her capability and efficiency. Notwithstanding that, sustaining the job is more an uphill task.
If it is an undone situation and one is in a desperate need of job, he/she accepts whatever comes on the platter. Because, the situation then is that of “beggars are never choosers.” Once the situation has improved and the employee gets experienced, expectations rise.
It’s true as “human needs are unlimited.” Being confident of oneself and also knowing that the job performance can now be given in a better way, the employee turns to be a fence-sitter in quest of a better prospect and package.
Also, in a cut throat competition market and the mushrooming of organisations, the employers also keep their doors open to welcome better-performing employees. Even, the employer is ready for the negotiations meeting the demands made by the experienced employee for tapping the expected productivity.
But, the integrity depends on how the boss behaves and the organisation copes up with the employee from time to time. It is a give and take principle adopted and also a sensible human touch.
The boss and organisation ought to feel the right pulse of the employees and could be able enough to gauge the mood whenever required. Frequent resignations from an organisation send a wrong message.  It tells against the pride and prestige of the organisation.
Similarly, frequent job-hopping also tells against the character and conduct of the employee. If the resignation is in a constructive way, it neither destroys the organisation’s reputation nor harms it productivity.
It fairly earns a good name for the organisation as it plays the role of an indirect mentor for the other organisation the resigned employee joins after.
Nevertheless, the parent organisation should try its level best to retain its workforce keeping the employees in good humour so that the best output is garnered in lieu of its best treatment to its employees from time to time.
A glaring instance is that of an Indian diamond merchant. After being a hero from zero by dint of the team spirit of his loyal workforce, he did not reap the dividend alone.
Besides enhancing the perks and perquisites of his integral family (family of employees), it also tried to look after the well-being of their families. Eventually, he announced a lucrative bonus on the eve of Diwali/Deepavali.
The dedicated employees those who had own sweet homes, but no car and vice versa were asked to submit their individual need and demand. And thus, the diamond merchant accordingly gifted away the required flats and cars in pursuance of the respective choices.
Simply being a master and servant is not enough. The employer need to be a sensible and responsible parent and the employer the vice versa ward.