An Employees Gripe
Billy has had the same routine for the last 17 years. Monday through Friday eight to five, Billy would wake up every morning and take the same route to work. That ended one week ago. Billy was told the duties that he performed for the company were no longer needed. Laid off and dumbfounded, he wondered when loyalty and long term commitment should come into the picture when laying employees off. The answer for him was simple, never.
Billy feels that if an employee dedicates his or herself to an organization for more than 12 years, they should never have to experience the feeling of being laid off. Being able to receive some sort of job security can be a reward to an employee who has fulfilled commitments for the company, long enough for the organization to keep him or her. Without job security, employees will be left to ponder whether or not they are safe with their employment. In this case, Billy felt he had no reason to ever fear the loss of his job because of the years and commitment he has given to the company.
The maintenance worker known as Billy, had worked in the facilities department at a worldwide corporation. He was laid off due to a move to a different facility location. In the lease for the new building the company would receive a package that would have different vendors keep the building maintained rather than wasting costs for having people on site to handle building issues. This leaves many employees in the department of facilities, primarily the maintenance crew, without a job in a matter of ten months.
In a previous email to all employees, the company stated that within a month they would give the employees some good news. When the email was sent about the plans to move, it was clear to see that it was news that would benefit everyone included with the move, one that would not be was Billy. This news will not only affect Billy but his family as well. Being that he is the only provider for his family, he now needs to devote his time to finding other employment. Companies will continue to do what is best for their organization's future, but the major complaint the employee has is loyalty. Given that Billy has given his devotion to the company for the last 17 years, he felt it would have been in his best interests to receive the news to look for a new job from his manager rather than through a phone call from another employee.
Victor Terhune has made it possible to be for his family when needed, but at the same time work to get well-earned money that he deserves. His two sons, Benton and Granten, brightened his life and opened up his eyes to a life he wouldn’t have ever thought he could have. Through harsh situations, with Victor’s family, he has found resolutions to make everything more peaceful. His job at Weastec in Dublin, Ohio, being the Technical Representative for the sales department is a very hard job. His job takes precision, patience, and talent. Victor manages to make his like look easy, as if anyone could fill his shoes in a heartbeat, but honestly no one could replace
Managers and supervisor did not get comfortable with Dicks routine. Dick would be sure to bring any issue to managers and supervisors. He felt under heavy pressure and believed that the home office and the president were keeping a close eye on him. This drove Dick to withdraw into the plant and cut of his second wife and child from his life. It is clear that a goal that Dick is a cost cuter but he has not made it clear what he manages. Managers do not describe themselves simply as a manager but qualify their occupation by referring to exactly what they manage (Hales, 1986). Dick has not described what he actually manages, which is an important statement he must make to take the role of manager (Hales,
Under his leadership, companies like Scott Paper and Sunbeam-Oster benefited from massive layoffs designed to give the illusion of profitability. This is in stark contrast to what great leaders do during the inevitable downturn. According to Collins, great leaders are looking for way to find and keep great talent, especially during dips in earnings or productivity. The idea of employee-churn to great organizations is paramount to a failure in leadership. When hiring, great leaders “take the time to make rigorous A+ selections right up front” (GTG, p.75) Good to Great leaders take their time with important hiring decisions. It is more important to have the right people on the bus and in the right seats then to have a bus filled with people who do not belong. Letting people who do not belong on the bus comes down to two simple questions: 1. “If it were a hiring decision (rather than a “should this person be off the bus?” decision) would you hire the person again? 2. If the person came to you to tell you he or she is leaving to pursue an exciting new opportunity, would you feel terribly disappointed or secretly relieved?” (GTG,
John, worked for Brian s software company as the Janitor. Due to a brain inju...
Mary Jane was a woman from California she was married to a man by the name of Dan and they had two children Brad and Stacey. They had to move to Seattle because her husband Dan had gotten a job offer at Microrule. When they moved it wasn't long before when Mary Jane found a job as a supervisor at First Guarantee Financial, this was one of Seattle's largest financial institutions. Everything had been going good for both of them. Then after twelve months of being in Seattle Mary Jane's husband was rushed to the hospital with a burst aneurysm unfortunately he never regained consciousness and then died. It was real tough on Mary Jane but she went on, she had to support her family as a single parent. So three years had gone by when Mary Jane accepted a promotion to move up to the third floor at First Guarantee Financial. The third floor was a place that everyone talked about they basically bad mouthed about them, they did not have a good reputation. They were known as the energy dump. The only reason why Mary Jane was taking this job was because when her husband passed away not all the medical expenses were covered so she had to pay for them and provide for the family. At the same time she wondered what had she gotten into. If she only knew what she had in for her?
Braaksma says "As frustrating as the work can be, the most stressful thing about blue-collar life is knowing your job could disappear overnight. Issues like downsizing and overseas relocation had always seemed distant to me until my co-workers at one factory told me that the unit I was working in would be shut down within six months and moved to Mexico, where people would work for 60 cents an hour"(Braaksma, 2005).The regret Braaksma felt knowing he would be heading back to college and classrooms while others spend their working years in the factory and he only spends his summer break there. Workers made good wages yet was encouraged by many of his coworkers to continue with his studies so he can do better for himself
to fire an employee. So, Howard was now unemployed himself. Howard decides to make a
When Robert Horton left his position as Chairman and CEO of BP, the company was in financial trouble and the employee morale was notably low. The company was experiencing losses, the debt-to-equity ratio was out of control, and the company had positioned itself in so many diverse markets that most of the employees had no idea what the company mission and goals were. When David Simon took over as CEO, he was faced with the daunting task of turning the wayward company around. Simon accomplished this task for three reasons: he diagnosed and modified the organizational culture; he possessed important leadership skills; and he knew how to motivate employees.
A. Strategy – “Fix it, Sell it, or close it” Jack Welch fired more then 100,000 people (almost one in four). Neutron Jack devised the "vitality curve" where the bottom 10 per cent of employees were challenged to improve or leave.
Jan has recently learned that her company has been bought by another company. Within a month, she and her coworkers will learn who among them will be hired by the new company and who will lose their jobs. Overnight their sense of security has been shattered. They are experiencing apprehension and frustration. They feel that they have lost control over their lives. They complain and disengage from activity. "If the company doesn’t care about me, why should I care about it? What’s the point of working when I’m probably going to lose my job anyway?"
In some cases, an employee is not working out in a certain department. If the employee is valued, that employee might be assessed for a different position in the same company. When an employer has spent money to train an employee, they are always reluctant to let them go without another solution.
Jeanine works at a day care “A Place of Our Own” for over 11years. It is a private school. It used to be a great place to work. They were given raises annually, bonuses and extra time off. The company even sent their entire staff on a cruise to Cajun, all expenses paid. The manager, Jill use to be a servant and transactional leader but now her position has changed to authoritarian. The employee’s moral was great, they thought they would work there until they retired. Within the past year six employees have quit. Jeanine is working in two positions and longer hours. She is tired, angry, and do not feel appreciated. She needs a raise now or she may quit.
This is where achievement oriented leadership comes into play. Achievement oriented leadership is a part of the path goal theory of leadership. This theory states, “…effective leaders clarify the paths (behaviors) that will lead to desired rewards (goals)” ((Griffin, Phillips, and Gully, 2016, p.421). The achievement oriented side of this theory means that Welch’s leadership qualities would involve setting difficult goals, expecting employees to have high performance levels, and showing confidence that his subordinate will put in the effort to reach those goals (Griffin, Phillips, and Gully, 2016). The core and secondary problem are results of this leadership method. Employees began to feel overworked, because they were trying to achieve these challenging goals, while still picking up the pieces of those that were let go due to the restructuring. It is great to set goals for a company, but do not make them unrealistic. Some of Welch’s ideas and goals were not realistic in a short time
Workplace harassment is unwelcome actions that are based on a person’s race, religion, color, and sex, and gender, country of origin, age, ethnicity or disability. The targets of the harassment are people who are usually perceived as “weaker” or “inferior” by the person who is harassing them. Companies and employers can also be guilty of workplace harassment if they utilize discriminatory practices against persons based on ethnicity, country of origin, religion, race, color, age, disability, or sex. These discriminatory practices have been illegal since the passing of the Civil Rights Act of 1964 (Civil Rights Act of 1964), and have been amended to be more inclusive of other people who experience discrimination by the Civil Rights Act of 1991 (The Civil Rights Act of 1991), and most recently, President Obama’s signing of the Lilly Ledbetter Fair Pay Act of 2009 (Stolberg, 2009).
...ke a wage cut to ensure they avoid possible being unemployed for any reason. “The emotional toll has been heavy, however. American workers are suffering a massive case of burnout, reporting high levels of stress at work and extreme fatigue, researchers say. More than a third of employees say they are handling the stress in one of the worst way possible by working harder.” (cbsnews) Companies are now working towards work/life balance in order for their employees the freedom to balance their home life and still be able to keep producing a productive product for their work.