Employee Grievance Quotes

This “success” had a political price, in Hungary as everywhere else. In practice, nationalization had very little effect on the daily lives of ordinary workers: they were paid the same wages, did the same work, had the same grievances. What difference did it make if their foremen worked for a capitalist or for the Ministry of Industry? Buoyed by consciousness of the rightness of his cause—he was an employee of “the people” after all—a state manager might even be more arrogant than a private owner. Instead of making the communist party more popular, nationalization often made workers more wary and even led in some places to strikes.

Fascism feeds on social and economic grievances, including the belief that the people over there are receiving better treatment than they deserve while I’m not getting what I’m owed. It seems today that almost everyone has a grievance: the unemployed steelworker, the low-wage fast-food employee, the student up to her ears in debt, the businessperson who feels harassed by government regulations, the veteran waiting too long for a doctor’s appointment, the fundamentalist who thinks war is being waged against Christmas, the professional with her head brushing against a glass ceiling, the Wall Street broker who feels unfairly maligned, the tycoon who still thinks he is being overtaxed. Obviously, personal gripes—legitimate or not—have been part of the human condition ever since Cain decided to work out his jealousy on his brother. What is an added concern now is the lack of effective mechanisms for assuaging anger. As described above, we all tend to live in media and information bubbles that reinforce our grievances instead of causing us to look at difficult questions from many sides. Rather than think critically, we seek out people who share our opinions and who encourage us to ridicule the ideas of those whose convictions and perspectives clash with our own. At many levels, contempt has become a defining characteristic of American politics. It makes us unwilling to listen to what others say—unwilling, in some cases, even to allow them to speak. This stops the learning process cold and creates a ready-made audience for demagogues who know how to bring diverse groups of the aggrieved together in righteous opposition to everyone else.

Supermarket mandatory smile. In the late 1990s, Safeway, the second largest supermarket chain in the U.S., instructed its store employees to smile and greet customers with direct eye contact. In 1998, USA Today ("Safeway's Mandatory Smiles Pose Danger, Workers Say") reported that 12 female employees had filed grievances over the chain's smile-and-eye-contact policy, after numerous male customers reportedly had propositioned them for dates. Commenting on the grievances, a Safeway official stated, "We don't see it [the males' sexual overtures] as a direct result of our initiative.

Equally important was our practice of giving every full-time employee an interview every six months. At Stanford I’d been taught that employees never organize because of money: they organize because of un-listened-to grievances. We set up a program under which each employee (including some part-timers) was interviewed, not by the immediate superior, the store manager, but by the manager’s superior.

The principal purpose of this program was to vent grievances and address them where possible. And I think this program was as important as pay in keeping employees with us. Productivity in part is the product of tenure. That’s why I believe that turnover is the most expensive form of labor expense. I am proud that, during my thirty years at Pronto and Trader Joe’s, we had virtually no turnover of full-time employees, except for the ordinary human problems of too, too solid flesh.

If you are listening then the employee will not go out to the world announcing problems on social media.

I often meet people who do not like me or each other. It doesn’t always matter. I keep on smiling, talking. I knock at the same door once, three times, twelve. My dislike has no consequences. It accrues only in my mind—like preserves on a shelf or guns zeroing in, and never firing. The same smile. I knew someone who used to go to sleep counting, not sheep, but people against whom he had grievances—bullies from childhood, kindergarten teachers, back to nannies even, bosses, employees, anybody awful up to the preceding day. When they were rounded up in his mind, he would machine-gun them down.

There is a need for objective justification and demonstration of fairness, in handling labor grievances, working its way through internal negotiation, with conscious efforts to recalibrate equilibrium between both, employer an employee.(In consonance with the laws, as a whole)

A third entrepreneurial contribution is risk. While labor gets paid its fixed wage, the entrepreneurs take all the risk. Entrepreneurs might do well, but they might also lose money, ending up worse than they were before they started. The worker’s risk is much lower: at worst, he’s out of a job and doesn’t get additional wages. No one, however, asks the worker to receive wages only if the company does well, or to give back wages to help the company meet its obligations. So these distinctive entrepreneurial contributions—ideas, organization, and risk—are very different from “labor,” indeed they involve the establishing of a system that then enables labor to function. If labor gets paid “wages” in return for its contributions, entrepreneurs get paid “profits” in return for theirs. There is nothing inherently unfair about that, even when the profits are substantial, since without entrepreneurs, the workers would not have their jobs. Moreover, the parking lot guy seems to be suffering from an optical illusion. He thinks that he is doing the work of parking the car, but he is merely the last man in a chain of employees who are getting this particular job done. The parking lot guy wonders, “All I got paid was $100. Where did the rest of the money go?” Well, it went to all the other people who created and designed, and continue to maintain and manage a resort property in which it is feasible to charge $25 per day to park a car. Instead of wallowing in his grievances, and voting for Obama, the parking lot guy would do better for himself if he asked, “How can I become one of the managers?” or “How can I start a company that builds and operates parking lots?

I knew someone who used to go to sleep counting, not sheep, but people against whom he had grievances—bullies from childhood, kindergarten teachers, back to nannies even, bosses, employees, anybody awful up to the preceding day.