Tell Me How You Really Feel!

Human resource professionals often interview employees who quit or are fired. With such data, they may find that productive employees are leaving the company for common reasons that could be improved or that poor performers are leaving because standards are good.

Organizations conduct exit interviews to gather data from individuals who are leaving the company. These interviews focus on what could be improved or changed in the organization and why the person is leaving (if voluntarily). A major source of employee distress and turnover is stress caused by political behavior. Exit interviews can give clues to what policies or structures encourage political behavior.

In this exercise, please read the mini-case and answer the questions that follow.

The fictitious interview which follows is between Donna, HR representative, and Kenneth, a customer service representative who quit. See if you can spot clues about organizational politics.

Donna: Hi Kenneth, I’m sorry to hear you are leaving. You were one of our highest performers. Can you tell me where you are going next?

Kenneth: To a competitor. I’d rather not say, but it is a growing company—not so bureaucratic.

Donna: Is that a selling point to you?

Kenneth: Yes, I got pretty tired of having to ask permission to do everything, from getting a bottle of water to bringing in a photo of my kids for my desk. Why would I need permission for that?

Donna: Can you tell me more about that?

Kenneth: Well, one example is that no one ever asks our opinions in customer service. We deal with the customers and their problems all day long and we see major changes that need to be made. But no one asks. And one time, I sent a letter to the Division President and got no response. I guess they don’t listen to the "little people."

Donna: I’m sorry to hear that and am taking note of it. Is there anything else you would change about our company?

Kenneth: I was a high performer. What really bothered me is that promotions don’t seem to be based on the work you do. It’s just based on how long you are in the job. And the pressure is non-stop. Our customers served time goals are the same, no matter what time of day or year. That doesn’t make sense—how can I resolve ten complaints an hour when I only get three calls an hour? I kind of just gave up in the last month—what’s the point of trying so hard?

Donna: What would you tell someone who was a new employee at our company?

Kenneth: I figured out everything myself on the job. There’s no training. Scheduling is inconsistent. Information was sent out from corporate when something was wrong, but not when things were going well. Join this company and you are on your own figuring out procedures.

Donna: Ok, that is good information. Is there anything else you want to make sure I note?

Kenneth: Yes, there is one thing that always bothered me. In my department, we sit all day in uncomfortable chairs. I asked several times if we could get ergonomic seating. My boss has a very nice chair but he said only people "at his level" have that type of chair. That doesn’t make any sense! I was a high performer despite my lack of comfort. It seems like the company is just being stingy.

Donna: Kenneth, I really do appreciate your honesty. We want to improve and your candid answers will help us do that. Good luck at your new job!

1.) Which one of Kenneth’s statements indicates that ambiguity in roles may have contributed to organizational politics?

a. What really bothered me is that promotions don’t seem to be based on the work you do.

b. I got pretty tired of having to ask permission to do everything.

c. Join this company and you are on your own figuring out procedures.

d. Promotions don’t seem to be based on the work you do.

e. I was a high performer despite my lack of comfort.

2. What organizational characteristic that causes political behavior is indicated by the statement: "My boss has a very nice chair but he said only people ‘at his level’ have that type of chair"?

a. Ambiguity in roles

b. Limited resources

c. Unclear performance evaluations

d. High performance pressure

e. Lack of participation in decision making

3. What negative employee reaction does Kenneth clearly indicate was caused by the politics in the organization regarding high-pressure performance goals?

a. Decreased social pressure

b. Increased strain

c. Increased effort

d. Increased counterproductive behavior

e. Decreased task performance

4. Kenneth suggests that even though he met his goals, he wasn’t promoted and he wasn’t listened to by management, suggesting what causes of political behavior?

a. Unclear performance evaluations and ambiguity in roles

b. Lack of participation in decision making and limited resources

c. Unclear performance evaluations and lack of participation in decision making

d. Limited resources and high-performance pressure

e. Ambiguity in roles and unclear performance evaluations