Contribution #10 - Chapter 16

After reading Chapter 17, I came across the Competing Through Sustainability article called “Managing after the Layoffs.” This article talks about how more and more companies have engaged in layoffs as a necessary component of reducing costs. Many employees feel tremendous uncertainty as they observe their companies’ downsizings. Trust in management is central to employee morale and this “fire at will” practice to cope with the economic downturn does not allow many employees to trust in management. This article also talks about strategies for building sustainable relationships with the workforce. These strategies involve quick and easy communication, allowing for emotional response, addressing work frustrations due to the cutbacks, demonstrating continuing long-term interest in the careers of the surviving employees, and assess whether the strategies are working, don’t guess.
I can relate this article to previous contributions I have turned in. Many companies in the United States resort to layoffs to cut back on costs through the “fire at will” practice. One article I previously read explained how this “fire at will” practice was outlawed in China and it also showed how the Chinese companies and firms coped with the economic downturn. Another article I also read showed how Indian companies coped with the economic downturn by using slower rates of salary increase and reconstruction. Maybe it is time for American companies to use or at least try these alternative ways to cope with the economic downturn that have been used by foreign companies.

Contribution #9 - Chapter 16

After reading through Chapter 16, I came across the Competing Through Technology article called “How Much Computer Privacy Do Employees Have?” This was a very interesting article to read. It talks about how employers and companies are able to obtain any information employees access or post on company computers. It also says that given to recent developments, companies can access information and other things even when employees use their own computer, accessing private sites , using their own personal email accounts. An example in this article is a case between a Houston restaurant and two employees. The two employees made a Myspace site devoted to their workplace where employees could vent about things that bothered them. The employees who created the site made sexual jokes and posted negative comments and were later fired. The employees tried to fight it but you can’t post something on the Internet and claim breach of privacy when someone sees it.
This was an interesting article to read because things people post on the Internet can affect one getting into a certain school or getting into a certain job. There have been instances where employers and schools will look at something like Facebook to see who you are and look at pictures and other things. People need to be careful about what they post on the Internet because certain pictures or posts that schools or employers see can prevent that getting into school or getting a certain job.

Contribution #8 - Chapter 15

After reading through Chapter 15, I came across the Competing Through Globalization article called “Managing the Economic Downturn: The Indian Way.” This article talks about the moral obligation that managers feel they have for their employees in Indian companies. It also talks about how companies in the United States quickly resort to laying off workers as a way to reduce labor costs and keeping headcount in line with production and demand. A professor of organizational behavior and human resource management at the Indian Institute of Management Bangalore says, “In India, losing a job has more than just financial implications.” Losing jobs in India is perceived as a reflection on their competence.
It is interesting to see how different companies and also areas cope with the economic downturn. I have read many articles on how companies cope with this throughout the book and there are many different ways to cope with it. Some Indian companies use slower rates of salary increase, reconstruction, and a hiring freeze. It was interesting to see how different these Indian companies are compared to American companies. The last article I read talked about the “fire at will” practice and how it was very common in the United States. It is illegal in Japan and it also seems like many Indian companies do not practice that practice.

Contribution #7 - Chapter 14

After reading through Chapter 14 I came across the Competing Through Sustainability article called “Employers in China Have Issues Shedding Workers.” This article talks about employers in China having issues in cost cutting, termination and redundancies. Landmark labor laws recently enacted in China have strengthened protection for workers, including wage standards and social security benefits. Chinese labor law prohibits “at will” firing practices which is very common in the United States. Employers must have a legal basis for firing any employee. Another important topic in this article is that going on strike is illegal in China. Although it is illegal, workers have been known to engage in work stoppages and slowdowns.

This article was interesting to read because some of the labor laws and practices in China are quite different from that in the United States. On occasion, employees in the United States will go on strike whether it be for a raise in wages or for unsatisfactory work conditions. Also, the “fire at will” practice is common in the United States. It would be interesting to see if that practice was outlawed and how companies would react and what they would do to downsize their workforce.

Contribution #6 - Chapter 12

After reading Chapter 12 in the book, I came across the Competing Through Sustainability article called “Google’s ‘One-to-One’ Exchange Could Prompt Others to Follow”. This article talks about Google Inc.’s exchange offer for employees with worthless stock options. This is a relatively generous offer and could prompt other companies to follow suit. This was interesting to see because Google Inc. does this to help employees whose compensation has suffered in the stock-market meltdown. The past few classes we have been talking about alternatives methods compensation rather than cost-of-living compensation or merit-based compensation. This is a very interesting method to combat employee’s compensation that is suffering, a method I would have never thought of. Many experts say that since Google Inc. is such a large company, that other companies may follow in the steps of Google Inc. and offer option exchanges. One expert said that it is an appropriate method and that generosity is in the eye of the beholder. He also said that the option exchange is better for other shareholders than Google issuing new shares, which would dilute other shareholders’ ownership stakes. This is a good alternative to help employee’s whose compensation is suffering.

Contribution #4 - Chapter 8

After reading Chapter 8, I came across an Evaluation of Approaches to Performance Measurement chart on page 383. The chart includes Comparative, Attribute, Behavioral, Results and Quality approaches. These approaches are then compared through strategic congruence, validity, reliability, acceptability, and specificity. The comparative approach depends on the manager because the manager must take time to make a link for strategic congruence and to be valid, the manager has to do the ratings carefully. For the attribute, the manager is also required to make link and it must be developed carefully. The behavioral approach is difficult to develop. The results and quality approaches both have high validity but also can both be contaminated and deficient. I did not know about these approaches to performance measurement so it was very interesting to see all these approaches compared to each other. The job I had for the past two summers did not have any performance measurements. I think it would be beneficial if the company integrated one of these approaches into their strategy. It would require employees to always give their full effort in completing the tasks at the job. I think the behavioral approach is the most efficient as long as it can be developed, which is the most difficult part. It is accepted well for use and also minimizes contamination and deficiency. It has high strategic congruence, reliability, and specificity.

Contribution #3 - Chapter 7

After reading Chapter 7, I found that there were many different training methods for different jobs. Chapter 7 describes a number of different training methods that I have not encountered such as presentation methods, support networks, Electronic Performance Support Systems, and hands-on methods. The one method I want to focus on in this contribution is On-the-Job Training (OJT) because I have experienced this training method in previous work. This is where peers or managers train new or inexperienced employees who learn the job by observation, understanding, and imitation. Over the past two summers I worked in a warehouse and this is basically the type of training I received. It was difficult at first to adapt to the job because the only help I had was from other employees. Other employees would help me if I had problems with certain tasks the job entailed. If I ever had a question I would just ask fellow employees. There were not any videos or presentations that showed how to do the tasks involved with the job. The main tasks were refurbishing 275 gallon and 330 gallon totes and also unloading and loading semi-trailers of 55 gallon drums. I believe that videos and presentations would be a great asset to this particular company’s training methods. This would benefit the employee’s because it would show the correct way or performing tasks and it would also benefit the employer because it would improve the overall quality of the products.