"It Ain't My Job"
Managers CanTake Charge in a New Way
ü
Effectively orient the Workforce
to Performance
ü
Make Employees compete with
Contract Workers
ü
Provide Contract Workers with
Competitive Benefits
ü
Establish Management over
Personnel Efforts.
Jesse Brogan, BSIE, LL.B., presents that
unique combination of law and engineering that makes a higher level of
management possible. This work is based on advanced management engineering,
having long-term and wide-spread effects on the source of our most valuable
resources.
This is management engineering at its
finest, recognizing a serious problem in management that others have
overlooked; and then providing the one obvious solution that yields the desired
result. You can read in this work now. The solution is there for all to see.
In the 1960's, a worker
took pride in knowing his equipment, and keeping it in working order.
Today's worker just kicks back when it is broken, "It Ain't my Job."
In the 1970's, it was equality
among workers. People were paid for hours more than for performance.
In the 1980's, it was death
to incentives. Why should someone get paid more just because they work more
effectively.
In the 1990's, Labor
insisted that the business owes workers for working there.
This remarkable work provides something to do about this slide into
chaos. Mastering the People Game is not a recipe approach to
getting the most from available workers, but a general application of engineer
to the workforce, making workers more responsive and more valuable to the
business.
Management over the Personnel function is
how it begins. The manager has something to accomplish, and the personnel group
can be resourced and missioned with developing the best workforce supporting
that end.
The technique is no challenge. Managers lose
control over resources when workers gain control. Control is through actions by
organized labor and by the State, and both are made possible by employment
contracts. Much of this work establishes the same benefits for contract workers
as for employees, and puts them into direct competition. Special benefits for
employees encourage giving work to contract workers, who don't have the same
limitations.
"It
ain't my Job" is answered
by "It's a contract worker's job."
Let's get back to basics. Workers rent out their time, skill and effort for a wage. If they don't want to do the work that must get
done, contract workers probably will. Performance and
pay need to be two sides of the same issue.
Modern personnel practices have allowed the
degradation of personnel. Effective management can put personnel practices back
to the task of assuring that good workers are available to assure productive
efforts.
It starts with the manager accepting responsibility to demand
this performance from personnel workers.
It continues by directing the leveling of the field between
employees and contract workers.
It becomes effective by offering work to contract workers or employees as
a decision on the best way to assure performance at a good price.
It becomes widely effective when the best workers can pick and choose their working
relationship, and weaker workers have to perform to be paid.
This describes no over-night miracle cure.
It is a long road that leads to remarkable benefits because there is someone
who takes charge over the personnel function, giving it value to gain through
its efforts, and resourcing it to assure performance. Take a look for yourself.
About 10% of the book is free, and is immediately available for download and
reading.
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