Clarifying boundaries

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Clarifying Boundaries
Abstract
“People are your only sustainable competitive advantage”
PEPI, CEO Consensus-1993
Unleashing the power and the essence of the work force in any organization is the only choice a leader has in
order to take his organization to excellence. There are very pragmatic business perspectives that are
instrumental in keeping this work force intact with the system. With the willful act of leadership, these work
forces realize their power and feel empowered. The work force starts working in a proactive fashion when
empowerment takes place. But sometimes this work force feel drained out. What are the factors that drain out
employees in an organization was an issue taken up for study and I took up a survey study on the staff of Smt
Sulochanadevi Singhania School, run by Raymond Ltd. Like Corporate sectors, even educational institutions
face similar problems of staff retention. It is a simple truth that people contribute to their organization more
when they believe that their words are heard. It is hence very important that the enthusiasm of the work force is
maintained at high levels in order to march forward. The study shows that Repetitive work, Confusion at
higher levels, Lack of freedom to work, No direction, Never knowing where one stands at the end of the day,
Lack of challenges in job and Lack of trust as some factors that demoralize the employees. They feel
frustrated and leave the organizations. The responsible initiatives from the work force take the organization up.
For this, the empowering behaviour has to cascade down the organization. How is this possible?
Key words
Empowerment, Leadership, Initiatives, Power, Essence
Focus areas---Factors that drain out staff in an Educational Institution
Name of the School studied---- Smt Sulochanadevi Singhania School, Thane ( West), Maharastra
Introduction
“It is not enough to imagine the future—you also have to build it”
C K Prahalad
Management is about coping with complexity, says John Kotler from Harvard Business
School. In the last decade the concept of leadership has changed drastically. The current
scenario in employment sees people switching jobs constantly for various reasons. One
survey conducted to know the attrition rates in IT industry, shows the attrition rate at 18% in
India which is less compared to the advanced countries. It could be due to lack of interest,
monotony of the job, lack of good infrastructure, long office hours, lack of flexibility in
leadership styles, pushed by dead lines, finding better opportunities both financially and
professionally, difference of opinions with the immediate boss, lack of freedom to work, lack
of challenges, lack of recognition at work, lack of exposure to new technologies, and many
such reasons. Research studies also show that people leave organizations not for a fat pay
packet alone.
Business thrives more on its capacity to handle people issues because this issue may
become very significant in deciding the growth of an organization. This is found to be true
for any institution whether it is business organization or educational organizations. There is
no earmarked study seen on particularly for educational institutions and their success rates in
relation to people issues. Whatever is applicable to business organizations is assumed to be
holding good for educational institutions too. How far this can be justified is yet to be known.
A business leader and an educational leader have to perform two different roles altogether
and as such the issues addressed are totally independent of the other. While the first takes

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care of the bread and butter, the latter takes care of the emotional intelligence of the
individuals.
However, given the situation and accepting the fact that in both cases the leader is a
manager of people, few factors like the basic concern for people, resources are the same.
Looking at the current scenario, all organizations, whether business or educational, face
immense challenges from its people. There seem to be some factors that drain the staff out
beyond permissible levels and they leave the organizations. It would be an interesting study
to know what makes people leave educational institutions where there are no imminent
dangers involved as in the case of industries. There are no market fluctuations, there are no
economic threats. Still sometimes teaching staff change jobs frequently.
It has become rather mandatory that a leader is a people’s man and not a management
man alone. Hiring people merely to obey orders or follow rules is a gross underutilization of
human resources, continues James Ootole (James Ootole (1999), ‘Leadership A to Z’, H B
Printers).He adds, “The only reason to have people do a task is to take advantage of their
ability to make rational adjustments, to improvise productively and to use judgment in
unpredictable circumstances”. Probably that is why in today’s organization, goals are
achieved by aligning the vision across all streams of work force and adjusting their initiatives
to strengthening the core competencies involved in business. This calls for team mentoring,
coaching, counseling, role modeling, and friendship, challenging assignments etc. The first
task of the leadership team is to create alignment between the vision of the organization and
the behaviour of all the individuals in the organization”, says James Otole. “Power, People
and Relationships’ ‘are the three dynamics of any organization”, says Rachel Kelly McKee
and Bruce Carlson in “The Power to change” (Rachel Kelly, McKee and Bruce Carlson
(1999) ‘The Power to Change’, Caid International Inc). “Future will not be a continuation of
the past; it will be a series of discontinuities” adds Rowan Gibson! (Edited by Rowan Gibson
‘Rethinking the future’ (1998), Nicholas, Braeley Publishers, London).
Objective of the case study
Intellectual capital cannot meet the needs of an organization if it is not permitted to a
learning environment and team work. All employees have innately in them an aspiration to
excel. The difference between those who deliver and those who do not, is undoubtedly the
manager, says Frank S Salisbury in his ‘Developing mangers as coaches’( Frank S.
Salisbury ,(1994) ‘Developing Managers as coaches’, McGraw Hill book company ).A recent
study conducted in Harvard School says that one of the reasons for people leaving the
organizations, are the middle level managers. Much of the work in an organization depends
on the quality of the people involved and how the leader is able to carry along the team.
Inspite of all efforts from the leader, some times we can see there is dissatisfaction among the
work force and they feel drained out. Why? What factors
make them feel drained out? What can a leader do to prevent this?
These were the queries that were raised when the study started. Initial intention was to do
a survey among employees of a normal business house and find out the causes and remedial
measures. But similar studies have already been done, though not in large number. So a
different perspective from an educational sector was sought. This is only a suggestive study
and pilot study and hence can not be considered as fool proof.

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Job satisfaction is proved to be negatively related to turn over according to studies, says
Stephen P Robbins (Stephen P Robbins (2004), Organizational Behavior, Prentice Hall of
India Pvt Ltd). He continues to state that the organizations make typical efforts to retain such
employees whose performance levels are high by raising pay scales, recognition and
increased promotion etc, while the organizations do not do much towards poor performers. It
is there fore all the more important that these poor performers are encouraged to perform and
retain them. There fore job satisfaction is more important in boosting the morale of poor
performers. “Employees don’t leave organizations, but their managers”, says Marcus
Buckingham in his “First Break All the Rules”.
Usually business organizations have pay packages depending on performance. But in
educational institutions, it is not so because assessing the performance of the teaching faculty
is difficult since there are no standardized tools for it. The raw material at the hands of the
teachers is a student who has emotions and different capabilities and comes from a different
background sitting in a heterogeneous group. Hence judging the performance of the teacher
by the success rate of the teacher may not be very accurate. So the pay packets and
performance are not linked in any normal school. Yes, the teachers can be recognized or not
recognized for the good or bad work. The objective of the study was to know what the staff
considered as priorities that prompt the teaching and office staff to leave the organizations
and also to know how they rate these priorities on a 5 point scale. This would be a study
conducted first of its kind and would help the school align its strategies according to the
findings.
The Case
Section A
Focus issues
The study intends to find out the factors that influence the staff and make them feel
drained out in an educational organization.
Smt Sulochanadevi Singhania School is a reputed educational institution run by the
company called Raymond Ltd. The working atmosphere in the school is well known and it is
a well sought after school for education up to the 12th
std by the society and imparts excellent
education by all standards. This is illustrated through the kind of contribution this school has
made to educating the society’s children and from the reputation that their alumnus is
credited with. They are spread far and wide contributing to the world’s well being in many
ways. This institution is about 37 years old and caters to almost 4200 students from the age
group of 3 ½ to 16 + and has a total staff strength of 260.
The pay structure is excellent for its staff and opportunities for growth are also on par
with any established educational institute in the country. Staff turn over in this institute is
only somewhere near to 7%, which is primarily due to the transfer of employment of their
partners. Only 2 out of 26 people in the last 2 years have left for better salary. Generally staff
satisfaction was high. Such a study about ‘What are the factors that drain out people in an
organization’ was not required there and for the very same reason, when the questionnaire
was given to them to prioritize the factors for leaving organizations, they took long time to
come to agreement with the factors.

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It is true that when one conducts such a survey research or case study of similar nature in
a business organization, there are so many issues about it by which the employees are
charged or emotionally upset. The exit interviews very often distort the information so as to
create an image of themselves and may maliciously and deceptively retaliate to the
organization, say Paul Rosen field, Robert Giacalone, Catherine A Riordan in their book’
Impression Management”(Paul Rosenfeld, Robert A Giacalone, Catherine A Riordan ( 2003)
‘Impression Management’ Thomson Asia Pvt Ltd).
The tool for the study
Keeping this factor in mind, utmost care was taken in making the tool in the form of
questionnaire where only sincere and honest answers were expected and not an ideal
situation. This tool was administered at two different intervals of time as Probe-1 and Probe -
2.. The tool carried about 14 prominent factors that are identified to be the reasons for staff
turn over in business organizations. In the second probe, besides prioritizing, the staff was
given a chance to add ‘any other’ factors also. This was meant for the staff to add any thing
else they consider as vital. The staff was then asked to rate their prioritization on a 5 point
scale ranging from ‘strongly agree” to ‘strongly disagree”. There was no specific order or
hierarchy for the item questions in the questionnaire. What the staff considers as the order of
priority for feeling drained out, whether it is department wise, hierarchy wise or general trend
in the whole school.
It was also decided that the survey questionnaire be done among departments and at
different levels of middle managements like section heads, supervisors, faculty
heads ,coordinators, House masters and office admin staff, to get a very comprehensive and
accurate understanding. The score sheet was expected to show in the end two things 1) what
the staff think as important reasons for leaving the organization? 2) The rating as to what hey
agree or disagree. This will give sufficient and comprehensive input to the school to know
what the grey areas are that need to be looked into.
A preliminary discussion about the nature of the survey was explained to the staff of
about 180. The need to be true to oneself while answering the question was ascertained and
personal information about them was left optional. No discussion amongst themselves was
allowed.
Strategies for conducting this study
A table listing out 14 factors (Annexure-1) that are identified as possible factors that
drain out employees in business organizations was distributed to all staff assuming that the
same factors may hold good for them too. The staff was then asked to list the 14 factors that
force them to leave the organization, by prioritizing. This was done towards the end of April
2006 before the staff parted for vacation. The results were tabulated and studied
The staff again met after the summer vacation and the findings of the study was conveyed
to them and the interventions highlighted. A congruent thinking was arrived at where
necessary actions at various levels were identified.
The same list was given again to prioritize after 3 months with an additional task to rate
the degree of agreement with each item they wrote. Also this time the prioritization of the
factors was done department wise. (Annexure-2)

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This was considered necessary to know what the staff in each department considered as
most significant reasons for feeling drained out. An additional clause “others” was included
for the staff as an open ended choice to add any more factors which they considered is a
priority. 30 minutes were given to them to list the factors in isolation. 175 staff out of 180
responded. After 30 minutes the scores were collected and computerized tabulation was
done The department wise factor scores were put on a score-sheet of rating as +2,+1,0,-1,-2.
the average of these scores were marked, then. These mean scores were plotted in the form of
a graph with the relative score that was obtained on a 5 point scale on the Y-axis and the
priority factors on the X-axis.
For a working convenience, it was decided that the school will take the first 7 factors as
the priority for immediate redressal while the remaining could be taken at a later stage for a
counseling session. This result also were tabulated and compared with the earlier findings.
Quantitative analysis
The first time survey to decide priorities is termed as Probe -1 and the survey done after 3
months as Probe-2. The ranking of priorities in Probe-2 looks to be more of primary nature
and more recent and hence probe -2 is taken as the primary data.
The analysis of the prioritization and rating threw light on some important findings. There
was a clear positive correlation between the first probe (Probe -1) and the second probe
(Probe -2).
Table 1
Factor Probe
1
Probe
2
Probable Reasons for the shift in priority
Lack of freedom 1 4 Authoritarian middle management
Confusion at higher
levels
2 2
Rigid
rules/conditions
3 1 Inflexibility of the organization
Repetitive work 4 3 Lack of opportunity for creativity, display of
talents, challenging assignments etc
 Higher up on priority
 Lower priority
The change of priority has taken place with in the groups of first four, next five and next
five. This defines or clarified the boundaries of factors requiring different levels of attention.
An observation indicates that in the first probe, the first 4 factors namely lack of freedom,
confusion at higher levels, repetitive work and rigid rules and regulations remained the same
with only shift in ranking from1 to 4, in the second probe.
Similarly the next 5 factors namely, lack of trust, no direction, no credit for ideas, lack of
recognition, somebody else taking decision on my behalf also remained the same with a shift
in ranks from 5 to 9, in the second probe.

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Table 2
Factor Probe
1
Probe
2
Probable Reasons for the shift in
priority
No credit for ideas 5 7
A Healthy signSomebody else’ takes decisions on
my behalf
6 9
Lack of recognition 7 8
No direction 8 6 Communication distortion
 Lower priority
The same phenomenon was observed with factors namely, never know where I stand,
lack of challenge, lack of team work, lack of recognition, lack of resources and lack of
leadership with shift within 9 to 14 ranks, in the second probe.
Table 3
Factor Probe
1
Probe
2
Probable Reasons for the shift
in priority
Lack of Trust 9 5 Lack of Delegation of authority
Lack of good leadership 10 14 Leadership is Partnership
Lack of challenge 11 11
Lack of all resources, manpower
& material
12 13 No dearth of resources
Lack of Team work 13 12 Relationship management is
required
Never know where I stand 14 10 A tussle between hierarchy v/s
responsibility
 Lower priority
The questions that arise here are:-
1) What is the ‘scarcity’ that the school is trying to identify?
Ans; The school tries to look for those important factors, that make employees feel
drained out.
2) What could be the reason for the shift in priorities between probe -1 and probe -2?
Ans; There is always a reason to believe that the shift is due to inconsistency among
staff. But the fact that the rank factors get distributed with a shift among themselves in
the first 4, then the next 4 and the next, consistently show some amount of correlation
among the staff’s priorities. This could be due to the intervention of the Principal/ leader
at middle levels.

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3) Can any one draw a parallel between priorities of ‘feeling drained out’ in a business
enterprise and of a school?
Ans; Yes! Because, nature of problems may slightly differ, but disinterest in the work
area is largely due to a psychological mind set. In both cases, we are dealing with people
force. Only how the people force is utilized differs.
4) If so, why is it that salary has not figured out as a priority in these findings, in spite of
offering an open ended questionnaire?
Ans: Because the said school was offering the best salary on par with any other good
school
5) Should there be an exclusive HR department in schools like that in business houses?
If so, why?
Ans: Yes! There should be a HR department in all educational institutions, because,
people and their training is very important in a man making industry like education.
6) What could be ‘the single most important factor’ that makes staff work in this school,
in spite of few shortcomings?
Ans: The motivation and the salary package can be the reasons to continue. Also the
Table-3 shows that there is Trust and challenges offered, because these figure as the least
priority, which means they are available aplenty in the school
7) What according to you is the most important reason for staff feeling drained out and
why?
Ans: If there is no flexibility in the system and no proper guidance from the people in
authority, the staff gets dejected.
8) While the ‘attrition rate ‘in business organizations is very high, in schools it is not yet
so high. What according to you is the reason for the same?
Ans: Mostly because there are no choices left out for teachers. Education is still a
charitable activity in the country. It is never considered as having any competition from
any external source.
9) Why has leadership appeared as the last in the rating? What does this suggest? And
what do you consider as the role of leadership in influencing the attrition rate?
Ans: Leadership has appeared last denotes a good sign because; the staff does not
consider that as a reason to feel drained out. Leader in an educational institution can
influence and motivate the staff abundantly and that can help the staff retention
10) Should there be such a study at all, when teaching staff in schools are not having any
room for self development or freedom for expression? Do you think there exist any other
choice for the teaching faculty than working in schools and colleges?
Ans: Yes. Such a study is essential because, teachers have to realize that their working
options do not lie only in teaching the same material every year, but in bringing out the

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‘élan vital’ in students. They can turn out to be excellent counselors and mentors while
doing the role of a teacher.
11) Can this study be extended to any other category like the shop floor employees/peons
in schools and if so, what kind of difference you may find?
Ans: This can not be extended to the shop floor people/peons. The reason is that their
feeling drained out is not directly affecting the students. Secondly, even if they are
drained out, replacement is not an issue as work force is available .Thirdly, there is no
knowledge loss that can not be retrieved in losing peons or service staff and the schools
would not be investing so much, like teachers, on these service staff. However, keeping
this group in good humor is also the responsibility of the leader.
If at all this study is conducted on them, the essential factor that may figure out as the
priority would be ‘money matter’. Factors like ‘challenges’ would probably not appear at
all as their job does not demand any such innovation, in general.
Section B
Discussion
The outcomes of feeling drained out are demonstrated either by leaving the organization
for better working conditions or getting disengaged and create more trouble. In any case, it
does not speak about the professional climate or quality working style of an organization. It
is then the responsibility of the leadership to find out the causes and try out remedial
measures.
The study reveals that rigid rules and regulations, confusion at high levels, repetitive
work and lack of freedom are the primary reasons for employees getting the feeling of
draining out. This could be a genuine trend because schools generally lack flexibility and
teaching staff feel their work is boring. One can generally give a weightage to the first 7
factors.
Shift of ranks among preferences after a reasonable gap of time or after implementation
of reforms, is possible. This can be positive or negative. In the above cases, some priorities
have changed places after a gap of 3 months. This can be considered as lack of consistency or
effect of reforms being implemented. The study on Rank coefficients will reveal to some
extent a trend.
The rigidity of rules and regulation topped the priority list and leadership the least.
Between Probe-1 and Probe-2 there was a little difference in the prioritization. Reasons could
be 1) Due to the corrective measures undertaken in the three months gap in those areas which
were identified as priorities by the staff or 2) The staff has not identified themselves fully
well and may have casually remarked, hence this minor inconsistency in findings were not
very seriously looked into.
The Karl Pearson Coefficient of Rank Correlation, when calculated between the two
probes, is 0.81978 [Range of this measure is –1 to 1] suggesting very strong positive
correlation between the probes. Karl Pearson’s Coefficient of rank correlation is measuring,
in this study, the level of consistency in the stands of the staff as far as positioning a factor

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in ranking. It just denotes the positioning of the factor of priority in the first 4, next 4 and the
last six. These factors get defined for both probes as priorities for the staff. Near 82% of
correlation suggests that the staffs are very clear about ranking the factors. (Annexure 3)
The Kendall Coefficient of Rank Correlation, when calculated between the two probes, is
0.5824 [Range of this measure is –1 to 1] suggesting moderately positive correlation between
the probes. Kendall Coefficient of Rank Correlation is measuring, in this study, the level of
consistency in the stands of the staff as far as preferring any factor in relation to the other
factors. Preference of any factor denotes that in the said group of the first 4, next 4 and the
last six, the factors changed their places with in the groups and not out of the group. The
moderate value of the measure suggests that the staffs are indeed changing relative priorities.
But the observation made in regards to the existence of changes of preferences within blocks
suggests that furthering the study in this regard is indeed meaningful.(Annexure 4)
Since the data collected from Probe -2 is primary in nature and more up-to-date, the
Probe -2 results are taken for further discussion. Looking simultaneously at some of the
prominent factors in probe 1 and Probe 2, here are some interesting findings-
Looking at the recent study Probe 2 exclusively, we find that Rigidity is one of the most
important factors that drain employees followed by Confusion at Higher levels, Repetitive
Work and Lack of Freedom. (Annexure 5 & 6)
The department wise analysis ranged from across the school like Art, Computer Science,
Chemistry, Life Sciences, Physics, Mathematics, P.E., English, Hindi, Marathi, Sanskrit,
Library, Music, Social studies, Primary section, Heads, Faculty Heads, Vice-principal, KG,
Coordinators, Office staff, House masters. However, each department’s priorities differed
from the other and this gave a very good insight into what each department considered as
pressing factors which drain out them. However the analysis requires a deeper probe to say
anything substantial at this stage. One very important issue that can be discussed at this level
is the significance of cross functional teams. This is very essential in any organization, in
business or other set up.
The sample taken for study considers only one school and about one hundred and seventy
five members. This cannot be considered as a universal sample size for conclusive
assumptions. However, the factors are only indicative of the nature of priorities that exist
among school staff for feeling drained out. However, the results are only for internal strategy
and work implementation for the school under study.
The salary structure was not mentioned/ included as one of the 14 priority issues in the
questionnaire and the staff could have included this as an issue, if they felt so, under the
open-ended choice titled “Others”. It was found that only very few percentage of people
marked it as a reason for feeling drained out. This gives a totally different framework for the
school ethics. It was clear from this finding that majority of the staff does not leave this
institution for want of money. But this may not be the case if the case study is extended to
other schools, where money matters may become an issue.
Qualitative analysis
Schools are man making organizations. Unfortunately no effective work is done at this
grass root level to direct the human forces towards meaningful goals. This is because
educational leadership is not considered as an important seat for direction in this process. In

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most of the educational institutions, leadership is by virtue of seniority. As a result of this in
India, teaching profession is the lowest paid job and there is no uniform standard that prevails
as a yard stick to follow. In this era of advancement in science and technology a constant
training for the staff is yet an unrealized dream, in many schools and colleges, barring a few.
Job hopping is common in school education also. The study was hence directed to find out
what make employees feel drained out in a school and make them leave the
schools/institutions
Jobs require constant interactions with bosses, co workers following organizational rules,
says, Stephen Robbins. Inspite of increased salaries, broad economic expansions and joint
ventures, still sometimes the jobs do not bring satisfaction among employees. Why? The
same thing was observed in schools too.
Sometimes a feeling of lack of trust experienced may not be from the top boss, but
middle level people also are reasons for this frustration. Lack of guidance, confusion at
higher levels totally frustrates people. Creative intellect is no dearth in organizations. But if
they are not asked for from them, then there is always a lack of interest. Some of them
express their dissatisfaction by being insubordinate, some complain, some speak wrong
things about their company, some of them quit some of them patiently wait for things to
improve. If the middle level officer or the top boss fails to recognize it, it becomes fatal to the
organization. At school also the same behaviour is experienced.
It has been proved beyond doubt the belief that existed in 1930’s that a happy employee
is a good performer, says Stephen Robbins. (Stephen P Robbins (2004), Organizational
Behavior, Prentice Hall of India Pvt Ltd)
However in teaching jobs usually there is variety because each year the teaching faculty
will be addressing the needs of a set of new students and there fore a new arena of challenges.
Yet there is a constraint of teaching the same learning material. Still for an innovative and a
creative teacher, that problem also can be attended to.
This may not be that easily available in business set up. There also the advancement in
science and technology proves to be a hidden danger which also serves as a challenge.
Limitations
This study covers only one institution with 175 staff. To get a better perspective, one
needs to extend this to other schools too. Lack of time prevented the same. This study cannot
hence be considered as a comprehensive one. But certainly can be considered as inputs for
the said school to look into those priorities as potential areas of threat in the future and rectify
the same
Role of HR
In any business organization, HR is the back bone. More than appointments and settling
pay packages and recruitments, the HR’s basic functions are utilizing the human resources
and helping them to develop for the benefit of the organization. The HR head in any
organization should be given free hand to deliver and management interference should be
avoided. He/ she should be a people’s person; He/ she should know the last person in the

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organization, even when there are thousands of them, and should frequently hold meetings
with them. He should be a counselor, a coach and a mentor. He is the only motivating factor
in any organization, apart from the CEO. Before evaluating the performance of the employee,
he should have made provisions for the proper working environment for the employee. With
out any kind of proper induction and guidelines about the vision, mission and work culture of
the organizations, it is illogical to assess the employee.
Unfortunately, school systems do not have a separate HR head or HR unit. The Principal
along with a senior group of staff becomes the HR functionary unit. They are not properly
trained officials to induction and training processes like business set up. That is why
educational leadership is considered to be the most important aspect of school education.
Recommendations
1. The need for the top executive/principal to motivate the last person also in the
organization is the sure step to success.
2. Cross functional team behaviour to be enhanced
3. To create an aptitude bank of all staff
4. Creating best recruiting and hiring practices. Minimum 2-3 interviews must be done
before appointing the person
5. Mentoring techniques and coaching practices to be enhanced
6. More interactions among various departments and training for enhancing the self
7. Middle level officers/ staff to be given sufficient managerial skills training in using
the creative intellect and innovation. A specific direction to be given to them
8. Freedom for middle level officers to take decisions that solve immediate problems
and training to identify problems that relate to long term remedies. Give importance
to personalized management in teams
9. Clarity at higher levels in decision making
10. Enhance methods to build up self esteem in staff
11. A grievance cell can be established that is operated by an independent authority that
has no bias
12. Motivating and giving opportunities for the employees to show case their talents and
skills/ hobbies
13. Giving a special column in the news letter for the staff to express their thoughts
All the above recommendations are practical and general to all categories of people
whether they are employees of a Company or school.
Interventions
At the school, these findings did create a little concern, though it was not suggestive of an
imminent danger. The middle level staffs that are in charge of various sections of teachers
and the office staff were separately interviewed by the Principal. Their views also were taken
into consideration. Even the Principal was subjected to criticism. One of the major learning’s
that came out as a clear fact was that the need of the Principal’s interaction with all the staff

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almost often will ease out the stress that the staff undergoes. This is the need of the hour in
all organizations. It was suggested that the Principal be more available to the staff.
It was decided that the levels of interactions between middle level people and staff should
improve considerably and the usual small group interactions at the end of every week be
taken seriously by the supervisors. Suggestions coming out from here be weighed with the
principal and implemented with out fail. Decisions taken after a common understanding of
the issue be insisted and the said decision be communicated. It was also decided to make a
talent search in the school and identify and give them suitable opportunities. Department
wise meetings were held with the Principal and guidance to them as to how to solve the
issues was designed.
At all levels the need for communication was found to be the most important factor. A
proper follow up of the action also was found to be required. Evaluation of the decisions after
a reasonable time interval was the call and it was decided that the next staff meeting all the
decisions will be informed and suggestions taken up for further improvement A highly
motivational session was conducted by the Principal for the staff for a day where the need for
loyalty, introspection, enhancement of knowledge, initiative, innovation and facing
challenges were all highlighted.
After 3 months, the situation is to be reviewed.
Results of the implementation
One of the very important changes that is noticed is the focused attention of the staff
on their jobs of taking care of children and studies, with a slight increased sense of
accountability
Also innumerable training programs are organised with in a short span of 2 months
for the staff which has boosted up their morale.
Cross functional interactions have started
Mentoring has started and middle level people have recognised the need for being a
coach
School community relationship has improved
Feel good factor prevailing and belonging ness among staff and students seen.
More and more staff members (to the tune of about 22 ) have joined classes for higher
education and research activities in the field of education after a clear motivation
from the Principal.
Before Parting
Staff turn over in an organization is a recent menace and a challenge that organizations
face. Phenomenal change in loyalty is seen these days. While there are various reasons that
can be attributed to this, one can not forget the advancement in science and technology in
work field like any other field and there fore the urge that is there for better living style. The

13
quality of living has tremendously improved and man’s desire for luxuries and better
comforts also ahs increased. Above all the degeneration of value systems in people also
contribute to this. Concepts of sincerity, loyalty, dedication –all have become meager in work
arena. From employer’s side, lack of concern for employees, lack of challenges in the
changed scenario, repetitive work culture and confusion at higher levels have contributed to
the system. A proper intervention in rectifying the faults may require commitment and
conviction from both the management and the employees. In the changed scenario, it is a
necessity that all top bosses undergo a training to handle people issues and not sit in their
ivory towers and expect miracles to happen from a HR person. It calls for extra ordinary
leadership skills for the person at the top and extremely good communication strategies in the
organization with his/her staff. To quote Peter Drucker, ‘Management is doing things right;
leadership is doing the right things’.
References
1) Derek Rowntree ( 1989),Manager’s Book of check lists, Gower Publishing Company
Ltd
2) Frank S. Salisbury ,(1994) ‘Developing Managers as coaches’, McGraw Hill book
company
3) James Macgregor Burns ( 2004) ‘ Leaders who changed the world’, Penguin/ Viking
4) James Ootole (1999), ‘Leadership A to Z’, H B Printers
5) Margaret E Broadley (1972), ‘Be yourself’, Robert B Luce: Inc
6) Noel M Tichy (2002) ‘Cycle of Leadership, Harper Collins Publishers
7) Paul Rosenfeld, Robert A Giacalone, Catherine A Riordan ( 2003) ‘Impression
Management’ Thomson Asia Pvt Ltd
8) Rachel Kelly, McKee and Bruce Carlson (1999) ‘The Power to Change’, Caid
International Inc.
9) Rex L Meade (1995), ‘How to empower an Organization’ Lakewood Publications
10) Rowan Gibson( 1998), “Rethinking future”, by Nicholas Braeley publishers,
London
11) Stephen P Robbins (2004), Organizational Behavior, Prentice Hall of India Pvt Ltd

14
Web sites
12) www.bpoindia.org
13) www.expressitpeople.com
14) www.indianfoline.com
Appendices
Annexure - 1: Probe -1 Questionnaire
Annexure - 2: Probe -2 Questionnaire
Annexure - 3: Karl Pearson’s Rank correlation
Annexure - 4: Kendall Rank Correlation
Annexure - 5: Graphical representation of drain Factor
Annexure - 6: Tabular format of relative importance of drain factors

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