A Quote by Booker T. Washington
Many strikes and similar disturbances might be avoided if the employers would cultivate the habit of getting nearer to their employees, of consulting and advising with them, and letting them feel that the interests of the two are the same.
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Modern Australian trade unionism and the unionist that I am doesn't rely on a class war view that somehow that the interests of employees and managers are in two separate spheres and they're irreconcilable. I believe that when people can go to work and be happy, satisfied, engaged, where the employer is getting employees who feel their interests are aligned with the employer, you get productivity. This is the future of Australian workplaces.
Why should the railroad employees be parceled out among a score of different organizations? They are all employed in the same service. Their interests are mutual. They ought to be able to act together as one. But they divide according to craft and calling, and if you were to propose today to unite them that they might actually do something to advance their collective and individual interests as workers, you would be opposed by every grand officer of these organizations.
Some good employers provide people benefits. Many do not. The ones that do not tend to be the low end of the pay scale. This program will give those employers a way to support their employees. The employees will get this benefit, making it more likely that their employee will come back to them - that's a benefit for the employer over the long term and a benefit for the employee and all the while supporting families in their time of need.
A man who tries to make the workmen believe that their employers are their natural enemies is indeed the worst enemy of workmen. For the employees of yesterday are the employers of today, and the employees of today can and will partly be the employers of tomorrow.
Obama is talking to voters as though he is their boss, or their principal, or their father. He is not any of those things. He is their employee. And employers don't like it when their employees yell at them - even if their employees have it right.
Everybody has a story. It's like families. You might not know who they are, might have lost them, but they exist all the same. You might drift apart or you might turn your back on them, but you can't say you haven't got them. Same goes for stories.
If rewards do not work, what does? I recommend that employers pay workers well and fairly and then do everything possible to help them forget about money. A preoccupation with money distracts everyone - employers and employees - from the issues that really matter.
Everyone is so caught up in his own passions and interests that he always wants to talk about them without getting involved in the passions and interests of those to whom he speaks, although his listeners have the same need for others to listen to and help them.
There's a common problem: if a kid is not good at exams, they often think they are not skilled. Yet many of them do have the skills employers are looking for - but often we don't show them that, or teach them how to develop them, or celebrate them.
I believe in empowering people rather than advising them and forcing them in a direction which I feel is right.
Unions do have a proper role in negotiating for employees and advising employees, but they have to engage with the employer.
Just let them sit in the goddam sun. But the world won't let them because there's nothing more dangerous than letting old farts sit in the sun. They might be thinking. Same thing with kids. Keep 'em busy or they might start thinking.
Sure, some employers are are afraid of letting older workers go because they think they're going to get sued. And they probably will get sued. But the reality is, you could get sued at any time by any kind of worker. I think its incumbent on an employer, if they want to be smart, to figure out what is the benefit of keeping this employee or letting them go. Do the calculation and just go ahead and either keep them or let them go based on what's good for the business.
Wherever I was in the world, at the beginning of every consulting project, one thing was certain: I would know less about the business at hand than the people I was supposed to be advising.
Oh, I have a habit of letting myself be lectured on the things I know best. I like to see if they are understood in the same way I understand; for there are many ways of knowing the same thing
That there is no such thing as the scientific method, one might easily discover by asking several scientists to define it. One would find, I am sure, that no two of them would exactly agree. Indeed, no two scientists work and think in just the same ways.
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