Question

Which of the following could be the most unlikely reason for Vardarajan's declining involvement in the workplace?

• A. Vardarajan does not find the work challenging enough as he has already achieved the best performance award.
• B. Others in the organization have been trying to pull him down, since he was declared best performer.
• C. Vardarajan was not promoted after his superlative performance, while another colleague, Sundararajan, was promoted although he was not as good a performer as Vardarajan.
• D. After putting in lots of effort for the superlative performance, Vardarajan felt burnt out.
• E. Vardarajan was appreciated by his bosses for his achievement last year.
• A. Give Vardarajan a more challenging assignment
• B. Transfer Vardarajan from Projects department to Training department
• C. Ask him to take a vacation for two months
• D. Send him for further training on decision making under stress
• J.
• A. Promote Vardarajan with immediate effect.
• B. Ensure that performance is objectively and transparently assessed.
• C. Give another assignment to Vardarajan.
• D. Give higher salary to Vardarajan.
• O. Fire Vardarajan.

Answer 1

The Correct Option is C

Step 1: Understand the core question.
The question asks for the most unlikely reason for a decline in an employee's motivation and involvement. This means we need to identify the one option that describes a positive event that should logically lead to increased motivation, while the other four options describe negative events that are plausible reasons for demotivation.
Step 2: Evaluate the plausibility of options A, B, C, and D as reasons for declining involvement.
(A) Lack of challenge: It is very common for high-achievers to become disengaged if they feel there are no new challenges after reaching a peak. This is a likely reason.
(B) Workplace jealousy: Being targeted by resentful colleagues can create a toxic environment, which is a strong demotivator. This is a likely reason.
(C) Perceived injustice: Seeing a less-deserving colleague promoted while one's own high performance goes unrewarded is a classic and powerful reason for an employee to lose motivation. This is a likely reason.
(D) Burnout: The intense effort required to become a top performer can lead to mental and physical exhaustion, making it difficult to maintain the same level of involvement. This is a likely reason.
Step 3: Evaluate the plausibility of option E.
(E) Appreciation from bosses: Being appreciated for one's achievements is a positive reinforcement. It is a fundamental tool used by managers to boost morale, encourage good work, and increase engagement. While the positive effect might fade over time, the act of appreciation itself is a motivator, not a demotivator.
Step 4: Conclude by comparing the options.
Options A, B, C, and D all present credible, negative circumstances that are known to cause a decline in employee involvement. Option E describes a positive action that is intended to have the opposite effect. Therefore, being appreciated by his bosses is the most illogical and unlikely cause for Vardarajan's declining performance.
Therefore: The most unlikely reason is that Vardarajan was appreciated by his bosses. \[ \boxed{\text{(E)}} \]

Answer 2

Step 1: Analyze the context and the stated problem.
The overarching context is that Vardarajan, a top performer from the previous year, is now disengaged. The immediate premise of this question is that he "did not find his work challenging enough." However, a sudden drop in motivation after a period of intense, high achievement often points to burnout. The feeling of being "unchallenged" can be a symptom of this burnout, where the employee lacks the mental energy to engage with their work, making it feel mundane.
Step 2: Evaluate the proposed solutions in light of the potential root cause.
(A) Give a more challenging assignment: If the root cause is burnout, giving him an even more challenging assignment could worsen his condition, leading to further exhaustion and potential failure. It addresses the symptom, not the cause.
(B) Transfer to another department: This is a significant change that doesn't address his potential exhaustion. It might add the stress of a new environment without resolving the underlying issue.
(C) Ask him to take a vacation: This directly addresses the most likely root cause of a top performer's sudden decline: burnout. A vacation would allow him to rest, recharge, and recover his mental energy, enabling him to return to work with renewed focus and perspective.
(D) Send for further training: Training requires focus and energy. If he is burnt out, he will not be able to benefit from the training, making it an ineffective solution at this time.
Step 3: Conclude the most appropriate step.
While giving a more challenging assignment seems like a direct answer to the stated problem, a prudent manager would first consider the possibility of burnout, which is a common aftermath of a superlative performance cycle. Addressing this underlying issue with a period of rest is the most restorative and effective long-term solution.
Therefore: Asking him to take a vacation is the most appropriate step to address the likely root cause of his demotivation. \[ \boxed{\text{(C)}} \]

Answer 3

Step 1: Identify the core problem for the organization.
The issue raised by Vardarajan, if true, is not just about him; it's a systemic problem with the organization's performance and promotion system. The core issue is a lack of fairness and meritocracy, where promotions are not aligned with performance. This can demotivate all high-performing employees, not just Vardarajan.
Step 2: Evaluate the options based on their ability to solve the systemic problem.
(A) Promote Vardarajan immediately: This is a reactive, individual-focused solution. It might appease Vardarajan, but it doesn't fix the flawed system that is causing the problem. Other employees would still face the same injustice.
(B) Ensure that performance is objectively and transparently assessed: This is a proactive, systemic solution. By creating a clear, fair, and transparent assessment process, the organization addresses the root cause of the problem. This builds trust and ensures that all employees believe that their good performance will be recognized and rewarded, creating a "better organization" for everyone.
(C) Give another assignment to Vardarajan: This is irrelevant to his complaint about promotions and due credit.
(D) Give higher salary to Vardarajan: Like promoting him, this is a patch that addresses his individual dissatisfaction but fails to correct the organizational flaw.
(E) Fire Vardarajan: This is a destructive action that punishes an employee for highlighting a valid organizational problem, which would create a culture of fear and worsen morale.
Step 3: Conclude the best step for organizational improvement.
The question asks what would create a "better organization." This requires a long-term, structural fix, not a short-term, individual one. Only ensuring objective and transparent assessment reforms the system itself.
Therefore: The best step is to ensure that performance is objectively and transparently assessed. \[ \boxed{\text{(B)}} \]