Fidelity : The Elementum ultimum?
Man or woman,
whosoever first associated, infidelity with vice and fidelity with virtue,
either was ignorant of basic human nature or a management expert. In reality, fidelity
totters precariously between truth and lies while infidelity rages rampant. While
professional counsellors wield fidelity as elementum ultimum for
‘marital success’, head hunters make a living, enticing the ambitious to look
beyond existing relations. Ironically, both for marriages and career, parameters
of success remain vague.
Choice?
Humans, polygamous
by nature, are compelled to deploy monogamy to improve chances of all males
finding mates. This benevolent practice, conceptualised by smart social
engineers prevents violence inherent to sexual rivalry. Fidelity, the primary
characteristic of monogamy is socially acceptable and infidelity, a taboo. Despite
its adverse consequences, men and women of all cultures engage in emotional or
physical infidelity. Amidst talks of fidelity and associated morality, infidelity
silently rages rampant. Increasing incidences of ‘live-in’ relations, separations
and divorces indicate that even conservative societies are coming to terms with
peoples’ choice of being ‘happily together’ over length of laboured marital
existence. Fidelity gets a better chance, albeit for shorter duration.
Grabbing Opportunities
Two decades ago, one
joined an organisation, grew with it, grew in it and retired from it. Individual
aspirations remained confined to opportunities afforded by the organisation.
Leaving the organisation for another was akin to blasphemy. Those
were yester years of pre-liberalised economy, when opportunities
were scarce, steady job dreams come true and homes ran on single-income. Then the
economy boomed, opportunities exploded, and incomes skyrocketed as even the remotely
eligible found jobs. Headhunting became a rewarding profession. It thrived,
enticing professionals to jump ship. Organisational infidelity is now the
surest growth-hormone, for an individual’s career growth.
Rationale
The fidelity-infidelity
divide can be best understood through the prism of Abraham Maslow’s hierarchy
model. It is man’s quest to bridge gaps between ‘felt’ and ‘fulfilled’ needs. When
efforts to offset real or perceived deficiencies are made while existing in one
relationship, by attempting to forge another, the effort acquires colour of infidelity.
Orphaned
Organisations
In a cruelly competitive
environment, everyone in the hierarchy, is focused on growth and movement up
the ladder. In situations where impractical, unassailable target is
the norm, comparison of results an accepted performance evaluation tool, individuals
tend to fudge data, exaggerate efforts, inflate severity of challenges overcome
and create obstacles for rivals to steal the march over them. In such situations,
uncertainty reigns supreme and everyone eyes for the
first available ‘better’ opportunity and at the first possible chance they jump
ship remorselessly. Organisational interest and growth have become by-products
subordinated to individual success and glory. Individuals flaunt and use organisational infidelity as chips to bargain their
way up the ladder. With so many suitors wooing the eligible, infidelity has become
acceptable and rewarding, attrition has become an epidemic and retention of
assets a challenge. Effectively, each individual orphans the
organisation in favour of better pastures.
What an irony! In
a society that considers fidelity as the bedrock of relationships, infidelity is
an honourable option of growth. Is fidelity just hyperbole?
Exceptions
It is not that all
relationships bound in fidelity are steeped in drudgery. Even in conditions of
the rampant ship jumping, there are organisations which seem to enjoy a culture
of long-term associations. Most individuals who join these organisations do not
feel the need to jump ship. They necessarily do not pay their staff more than
their competitors or contemporaries and may not even provide fancy designations
and virtual ladders to climb. These
organisations few and far, still exist, grow and make profits. People on the
rolls seem to be happy just being there. Surely, they too are human and have
needs. What is it that makes these organisations different? HR practices of
these organisations seem to liberate them from attrition worries. If lure of money,
growth prospects and designations have been overcome and fear of asset
attrition cast away, then companies can actually focus on competency building and
save the huge outflow associated with recouping attrition losses.
Certainly, there
cannot be a panacea prescribed.
Each organisation
should have to discover the magic potion for itself.
