With some exceptions, employees at large aim at performing interesting and fulfilling jobs. It is unlikely that individuals may decide to leave an organization whether their managers organize and design their staff work in a way that makes it significant, compelling and varied and involve employees in this process stimulating and favouring their active participation. As Herzberg (1987) used to say: “if you want people motivated to do a good job, give them a good job to do.”
Individual involvement can indeed prove to be the ultimate means to an end. Whether employees are involved and made aware of the overall process which leads to the production of the final outcome, these can actually help managers to identify effectual options and sounder and more appropriate solutions.
Under such circumstances individuals perceive the workplace somewhat of hostile and no longer enjoyable as it was previously used to be perceived. The detrimental impact caused by this change is at this stage considered as remarkable insofar as to be considered irreversible and the action of leaving the organization hence necessary.
It is however hardly believable that once an individual has decided to leave the employer might actually persuade this to stay. In order to prevent unwanted occurrences to happen organizational climate, and in some cases individual attitude toward the employer, should be regularly investigated and monitored as a matter of course: prevention is invariably better than cure.
In some instances the worthiness of the reward package received by an individual can cause, reinforce or support his/her decision to leave an organization. Also in this case the drastic employee decision can be justified or be based on endogenous-context-related or exogenous-context-related grounds.
Endogenous-environment-related pay issues are typically directly or indirectly linked to bias and unfairness. Individuals are usually unwilling to accept discrepancies in pay levels whenever these are not justified by any means; whereas employees are habitually absolutely willing to accept these whether the individuals receiving higher levels of pay objectively contribute more to the organizational success and yield better tangible results.