Have you ever wonder what kind of management behaviors can cause an employee to be so frustrated that he or she may one day go, "I quit! Ive had enough!". (The Wall Street Journal, January 26, 2000). Let us look at this situation: Writer X had been working under Editor Y for about 5 years. During this period, Writer X had been producing good articles and was given opportunities to go on overseas trips for interviews. During one December, Editor Y took a one-month leave to go on a personal holiday trip. Writer X was given the role of "Acting Editor". She took over all the tasks of Editor Y, which include, photo-shoots arrangements to interviewing people to layout designs of magazine. But when the magazine was published, Writer X's name was not printed as: "Acting Editor: Writer X". Rather, Editor Y's name was still intact on the "Editor" section. Remember, Editor Y went on holiday for the whole month when the magazine was being processed. Shortly after this, Writer X tendered a resignation letter and move to another magazine where editor and writers work in a hand-in-hand environment. .
Looking at the above situation; the writer has been responsible and committed to her job and the editor. Yet, when she felt the editor did not take her seriously, she quit. Why? She wasnt motivated; she felt what had happened was not fair to her. Employers are in a position to motivate their workers so that goals set by management can be achieved. In order to motivate, communication between management and employees need to be established. Communication can be either done vertically or horizontally (Robbins, Pg 289). For example, management will discuss the sales target or assigned tasks to individual workers. They should show concern and use encouraging words to motivate the workers. On the other hand, workers can feedback to their employers about their abilities to achieve the target or seek help whenever problem arises.