Article 43

 

Workplace

Saturday, August 06, 2016

How Low-Skilled Workers Could Rescue the US Economy

Their re-entry into the labor force will help power a revival in growth over the next decade, a Harvard economist argues

By Adam Creighton
Wall Street Journal Blogs
August 2, 2016

Remember those low-skilled workers, the ones who are disappearing from the work force because globalization and technology have passed them by? The ones whose economic frustration is driving populist politics around the world? 

New research by Harvard economist Dale Jorgenson offers a cheerier outlook for both them and economic growth.

His new study, which breaks down THE FORCES PROPELLING US GROWTH SINCE 1947 - the year the transistor was invented - and projects them forward to 2024, anticipates a boom in LOW-SKILLED WORK that rekindles economic growth to the tune of 2.49% a year from now till then, a little above the 2.34% experienced from 1990 to 2014.

“Those workers will fill service jobs in a growing economy,” he suggests.

“While the average quality of the labor force will begin to flat-line, the number of hours worked will rebound as employment-participation rates flick back to near where they were before the Great Recession, the paper says.” Among men and women ages 25 to 35 with only high-school qualifications, these rates are still 10 percentage points below their peaks in the early 2000s (at just under 80% and 60%, respectively).

“There are a lot of hours out there that aren’t being employed properly and they will be employed,” Mr. Jorgenson said in an interview, noting participation rates were already starting to rise as wages rose and employers struggled to fill positions.

“Some of the pessimism about the growth outlook stemmed from a misreading of the past and a misguided faith in official economic statistics,” he said.

Paul Krugman famously said “productivity isn’t everything, but in the long run it is almost everything.” But Jorgensons paper, written with a senior economist at the U.S. Bureau of Economic Analysis, shows increases in capital and labor have accounted for 80% of economic growth in the U.S. since 1947.

Capital contributed 50% and improvements in the quality and amount of labor 30%, the economists found, leaving total factor productivity - typically seen as a black box, the excess of economic growth over and above improvements in labor and capital = contributing 20%.

“The standard story doesn’t have as clear a concept of the quality of the labor and quality of capital that goes into growth,” Mr. Jorgenson said.

The study does point to a one drag on growth: a looming plateau in educational attainment as the higher-education sector reaches a saturation point. Almost 40% of young Americans enter the labor market with college qualifications, more than double the level of the 1950s. “There’s a limit to how many can go. There are diminishing returns to having more people in study,” Mr. Jorgenson said.

But the Harvard professor also said that national statistic agencies over the last decade have failed to adequately capture the falls in prices of some goods and services, such as cloud computing, which were spreading rapidly throughout the economy. That would understate the contribution of information technology to investment and GDP growth, for instance.

“There’s quite a lot of evidence that the economy is growing faster than we think,” he said.

SOURCE

Posted by Elvis on 08/06/16 •
Section Dying America • Section Workplace
View (0) comment(s) or add a new one
Printable viewLink to this article
Home

Tuesday, June 14, 2016

Can I Get PTSD From My Job

image: tormented man

Can I Get PTSD From My Job?

By Dr Z.
PTSD Spirituality
January 23, 2010

PTSD can be caused by four broad categories of trauma.  PTSD wounds our souls.  We usually think of rape or military service or natural disasters as causing PTSD.  Yet, a question I sometimes get is, “Can I get PTSD from my civilian job?” (This essay was expanded on 24 Jan 2010)

The short answer is “Yes.”

Does It Matter How I Got PTSD?

PTSD does not care how you got traumatised.  It just cares that you did get traumatised and then it tries to isolate and harm you.  If you get PTSD from a civilian employment situation, you still get to experience the same PTSD symptoms and PTSD-Identity that soldiers and veterans get.

When I listen to military veterans, rape survivors, and others, they almost all exhibit similar PTSD symptoms.  But they all got PTSD producing trauma in individual and different ways.  Hopefully, as American society matures, we will realize the point is not how did I get PTSD, but that I have PTSD.  People who have their souls wounded by PTSD, regardless of how they got it, need our prayers and compassion.  Some of them will also need medical treatment for symptoms.

Compassion Deficit Disorder

When dealing with my own PTSD, and when I help others realize they have value in spite of their PTSD, I still frequently find people (who have usually not suffered much themselves) judging what sort of trauma is worthy of PTSD and hence, their compassion.  If someone is in pain, they are worthy of our compassion.

But what about compassion deniers who themselves suffered from real trauma in their own lives?  Sometime people will suffer from COMPASSION DEFICIT disorder because when they suffered people showed them zero compassion. They were told to just get on with it, or quit whining.  That treatment added to their own suffering.  Unfortunately, they then fell into the trap of treating others with the same lack of compassion.  When we recognise someone elses suffering and can be compassionate, not only do we help them heal, but we heal a little more ourselves.

The PTSD-Identity wants to deny our own need for compassion and it denies that anyone else needs compassion.  It knows that your soul will start to heal if you allow yourself to be compassionate.

PTSD From Civilian Jobs?

f your job routinely involves trauma then you can easily acquire PTSD from your job.  Firefighters, police officers, emergency room technicians and paramedics can all be at heightened risk for PTSD.

Trauma From “Non-Emergency” Jobs?

This has more to do with the work environment, the sort of culture that the company allowed to develop. 

Employment which is high stress, high risk, or with horrible supervisors or co-workers can all cause PTSD in their ways. If your co-workers are sexist or racists, that produces stress.  If your boss is a screamer or sets you up to fail, that is also difficult to deal with.

PTSD risks beyond the job’s culture happens when trauma shows up unexpectedly.  Then PTSD can be acquired in jobs that are not normally considered as emergency work.  In fact, if your job is one that we dont expect to be stressful or traumatic, we can be caught off guard and even more easily harmed when things get horrible.  For example, a bank teller is not an emergency trauma worker.  If there is a shooting in the bank, the tellers can get PTSD.

Harrassment Can Cause PTSD

If your employment culture allows you to be harrassed, then you can get PTSD.  Work place law even recognises that verbal harrassment is a criminal offense and companies have paid substantial fines for allowing it.  Subtle discrimination on the job can also traumatize a person, especially when every job is at risk due to the profit first, people never machinations of Wall Street financiers and moving our manufacturing jobs out of the country.

Harrasment, on the job or not, is always despicable.  In some cases it will traumatise us so deeply as to wound our soul and hinder our ability to have proper relationships.

Business Uncertainty and Unemployment Are Trauma Producing

The recession can cause PTSD for some people.  The stresses of round after round of layoffs is a traumatic experience. It is traumatic to be laid off (fired?) from your job.  It is stressful and traumatic waiting to see if your name is on the next list of people who are dismissed.

Being unemployed can also cause trauma.  Applying for unemployment or welfare is stigmatized in American society.  Even if you lose your job through no fault of your own, people act as if you are a leper. And if you have kids who are members of the “Entitlement Generation,” then not having the money (or the credit) to keep them in clothes and electronics can also be traumatic.

PTSD is Not Inevitable

We are not all fated to get PTSD.  Yet, we are all at risk of being traumatized.  Knowing that it can happen and that PTSD is a normal outcome of trauma can help us more easily heal.

Regardless of how we get the soul wound of PTSD, we still need prayer and hope.  We still need compassion and forgiveness.

SOURCE

Posted by Elvis on 06/14/16 •
Section Dying America • Section Workplace • Section Spiritual Diversions • Section Personal
View (0) comment(s) or add a new one
Printable viewLink to this article
Home

Wednesday, June 01, 2016

The Backstabbing Boss

Handling a backstabbing boss

By Bob Lewus
Infoword
December 3, 2006

Dear Bob ...

I need advice on how to deal with backstabbers at work. Here goes (this is really long, sorry).

At one time in the very recent past, my boss relied on my opinions related to work because of my experience.

She told me many negative things about certain people in our staff (I assumed in confidence, of course). She said some staff were being underhanded toward her (a backstabbing story of its own)—the outcome of which would have caused serious questions about her credibility, resulting in major ramifications for her. At the time, I was most curious why she was not discussing this matter with someone at her level, given its seriousness. I have never broken that confidence and will not.

Presently, I’m out, and she has developed confidences with those same individuals (backstabbers-by her definition), assigning them choice and confidential projects. I found this out—inadvertently, not directly—from an employee who has recently transferred out of our unit.

I sent the boss a brief and non-threatening e-mail inquiring about one of the assignments. Her answer was indirect and reassuring—and later I found out it was an untruth. Now I am questioning everything. I must surely be in the Twilight Zone.

I’m also feeling passed over and left out, the rug pulled out from under me. Are there now three backstabbers?

My plans for handling this sitution: Lay low, try to smile, don’t show emotion or hurt feelings, and don’t be surprised by anything. Maybe my boss lacks confidence in her abilities, maybe subconsciously her decisions, maybe does not want to take responsibility and somehow has connected with something the trouble-making individuals have offered.

I also feel when she confided in me, she should not have and that she should not be making unit decisions with those particular staff members. I don’t and won’t get involved in gossip or office politics and don’t promote religion at work (the three of them discuss religion frequently, e-mailing the entire staff verses and quotes).

I truly feel you cannot outsmart a backstabber. This is how they have maneuvered in their world from the first time they discovered they could get what they wanted. Their behavior is very destructive, not only to them, but to everyone they are in contact with.  Personally, I feel it cannot possibly work for them each time they use it, but they have been rewarded enough to have developed a lifestyle of it and are very seasoned, and a novice cannot beat them at it.

I feel greatly disappointed in my boss. I really liked her, or I guess I liked the person I thought she was. Disappointment stinks.

Any advice?

- Stilettoed

Dear Stilettoed ...

Your first clue should have been that your boss was confiding in you. Nothing has changed except who is in the confidant’s seat.

Managers shouldn’t play favorites. Those who do inadvertently encourage backstabbing. Those who do and who aren’t a good judge of character pretty much ensure it.

And, at the risk of getting a lot of people mad ad me, those who use religion or religiousity as a way of determining who is most worthy of their confidences are among the most likely to be poor judges of character. That someone quotes verses of the Bible, the Koran, or the Bhagavat Ghita says nothing at all about how they behave in the workplace.

Now that you know, your choices are simple: Leave your department, leave the company, or wait it out. Leaving the department is probably the best of them.

In a large company it’s actually quite likely that those in charge have no idea something like this is going on - they rely on people reporting to people reporting to them to keep this sort of thing under control. The bad news is, it happens. The good news is, it probably isn’t happening everywhere. Somewhere in the company you’ll find opportunities without having to to change employers.

What’s probably the losing strategy is to wait it out. Unless your boss isn’t delivering results, that is. You can infer this from knowing, first-hand, that this is how your boss has been managing all along.

- Bob

SOURCE

---

How to Stab Your Boss in the Back

By C.G. Lynch
C.I.O.
July 26, 2007

Think you can do a better job than your out-of-touch manager? Trying to oust him is a career move fraught with risk, but it can be done if you heed these five steps.

If you have ever entertained thoughts of overthrowing your toxic, out-of-touch boss, the tale of Shakespeare’s Macbeth should serve as a caution: Macbeth, a general, is praised by the king for his valor. One night Macbeth encounters three witches, one of whom tells him that he shall one day be king. Macbeth decides to hurry things along, murders the King and frames the King’s bodyguards. Macbeth gets the crown but is looked upon suspiciously by his rivals-one of whom does Macbeth in.

Obviously, you don’t want to kill your career. Stabbing your boss in the back (even if your department really would be better off without him) is an expedition riddled with peril. So what’s the upwardly mobile IT manager to do?

Be subtle, and let your leadership skills and the facts about your boss’s performance speak for themselves, say career coaches and recruiters. According to Martha Heller, a career coach and managing director of the IT leadership practice at executive recruiting company ZRG: “If you are seen in any way as Machiavellian or underhanded, you will not have the reputation of having integrity and you won’t get the gig.”

How successful you will be also depends on how far up the ladder you’ve already climbed. For instance, a CIO role is hard for any internal candidate to win: Recruiters and career coaches estimate that an open CIO position is filled externally about 60 percent of the time. The reason? Internal candidates usually lack the broad experience necessary to thrive in the C suite.

But as this how-to guide points out, it is possible to oust your manager and slide into his job. Best of all, you can do it without being a bad guy. By establishing strategic partnerships with the people who have the ultimate hiring and firing power, and by rallying support from those who would be your troops, you can make a case for why a regime change could be healthy for the business. However, once you achieve your goal, you’ll need to be sure you can tackle the problems that led to your boss’s ouster, or you could end up suffering his fate.

1: Assess your boss: Is he or she vulnerable?

Before you decide to put your plans for a coup in motion, you need to make sure your boss is vulnerable enough to be ousted. The red flag for a vulnerable manager is not necessarily a failed project (though those do raise some eyebrows) but the point when he or she becomes the aloof spouse in the unhappy marriage between the business and IT. “If I am interviewing a recently let-go CIO, I usually find that they took their eye off the ball and weren’t busy managing their business relationships,” says Karen Rubenstrunk, an executive recruiter with Korn/Ferry International.

When a manager loses touch, it’s often because she became complacent. CIOs, for example, tend to hold their jobs longer than they used to and have more time to get comfortable. In fact, according to the most recent State of the CIO survey, the average CIO tenure is now more than five yearsmore than enough time for a leader’s perspective to become narrow.

Patricia Wallington, who spent 10 years as CIO of Xerox, learned a few things about self-preservation. She says she held the job for so long by becoming an agent and facilitator of change, not a hindrance to it. Now, as an executive coach, she says C-level managers who fail to do the same become vulnerable to being overthrown. “They become entrenched in a particular view,” she says. “They have an image of how things should be done, then they stick with it rather than show a willingness to adapt.”

2. Assess yourself: Are you a compelling alternative?

Regardless of how much you disagree with, or even hate, your boss, consider whether you would really do a better job. Odds are, if your boss has fallen out of touch with his superiors or business counterparts, it’s not because they don’t like his taste in movies: It’s because they disagree about some key initiatives. And your boss might be right.

With his higher-level visibility, maybe he sees something that you don’t. Korn/Ferry International’s Rubenstrunk says IT managers typically have between 40 and 80 percent of the visibility into the business that their boss does. “Their perspective is limited,” she says.

But if you’re privy to 80 percent of what’s going on, you can probably make educated guesses as to where the boss is going awry. You might be able to tell when he isn’t dealing well with politics, she says, or is not being assertive enough with new ideas.

According to Susan Cramm, president of Valuedance, an executive coaching firm, if you’re climbing the ladder toward an executive position you also need broad experience, across all functions of IT (and, preferably, across areas of the business as well). “I had a client who had only worked in infrastructure and he told me he wants to be the successor to his CIO. I told him: It’s never going to happen,” she says.

In addition to knowing all the angles of IT and the business, it helps to be a superstar or to possess the charismatic qualities that typically propel people into executive positions. One way to hone that reputation is to win awards, according to Shawn Banerji, an executive recruiter with Russell Reynolds. “Sometimes an award is legitimate and sometimes it isn’t,” he says. “But they show to the rest of the organization that a person has ambition.”

3. Show you’re a leader

Napoleon wouldn’t have become emperor of France if he hadn’t commanded loyalty from his troops, and the same is true in IT. To get support from the people you want to lead, don’t say catty things behind your boss’s back or promise anything you can’t deliver yourself.

Instead, demonstrate the leadership qualities you know they desperately want to see from their manager, who consistently falls short. “You can learn a lot just by listening,” says ZRG’s Heller. “If the guy never makes it out of his office, then you should make the rounds,” she says. “If the staff says he’s all talk and no action, you want to make sure you’re the guy who makes a promise and then follows through.” Then, says Russell Reynolds’s Banerji, they may begin to imagine what life would be like with you in charge.

When your boss takes a vacation or goes on a long business trip and you are put in charge, you have a golden opportunity to show how you would do the job. Heller suggests you might even ask your boss to give you an “acting” title while he or she is awayחa subtle way to market yourself as a leader.

Just as you rally the troops in the trenches, you need to impress the other generals, too. If you are running a key project, then you should jump at the opportunity to speak at a budget or executive committee meeting where your project is on the agenda. If you can convey an executive presence, says Heller, they won’t wonder what it would it be like if you were in charge. They’ll already know.

4. Cultivate relationships with businesspeople

Establishing allies on the business staff can be tricky, especially at the highest levels. Talk about ousting a CIO with his C-level boss and you may get him fired. But you might fail to secure the CIO position for yourself because those same people you lobbied won’t trust you.

Korn/Ferry’s Rubenstrunk tells of a coup at a large, vertically integrated organization. The CIO had lost touch with the business and was frequently on the road. While he was gone, his lieutenant started meeting secretly with key executives over lunch and coffee. The lieutenant became instrumental in ousting his boss, says Rubenstrunk, but he didn’t get the job because the executives didn’t want such a blatant backstabber on their team.

A better tactic is to become indispensable. Volunteer for key projectsespecially the ones nobody, including your boss, wants to touch. That will provide you with legitimate reasons to speak with businesspeople frequently, says Valuedance’s Cramm. And it will give you an opportunity to shake any perception among business leaders that you’re just a techie rather than a strategic business thinker. In fact, Cramm knows one IT lieutenant who missed his chance to become a CIO when he didn’t sign up for a key project. When the CIO was fired, the company hired someone from outside.

In addition, don’t bad-mouth your boss. Let the facts speak for themselves. If people try to bait you into talking about your inept superior, resist joining in, says Cramm. Instead, ask questions that allow them to vent their frustrations, and then provide context for their complaints. If someone asks you about a project your boss dropped the ball on, you can explain: “A lot of companies approach those kind of projects this way, but Joe decided to do it this way.” If you appear objective, you’ll be more credible, Cramm says.

5. Keep your hands clean

If your boss is fired and you get the job, you want it to be because you are really the best person for the role, not because you played politics. And if your coup fails, you don’t want to find yourself on the unemployment line.

One way to minimize evidence of your involvement is to avoid leaving a paper trail. “Never anything over e-mail. Never,” says Korn/Ferry’s Rubenstrunk. Or, as the turn-of-the-last-century Boston political boss Martin Lomasney is said to have advised: Never writeif you can speak, never speak if you can nod, never nod if you can wink. “If you put anything in writing, assume your CIO is going to see it,” says Heller.

Also bear in mind that career paths often cross multiple times. “You want to make sure your boss doesn’t turn around and say you betrayed him, because you will rely on him later on in life to give you good recommendations. And before he leaves, he’s going to ask you what role you had. You’re going to want to answer him honestly,” Heller says.

Heller offers this example: Say you and your boss have always been at odds over a decision to outsource. In internal IT discussions, you go on record as supporting outsourcing, while he still refuses to look into it. Months later, a new CEO comes on board and asks you to join him for lunch. He asks you your opinion on outsourcing. You answer candidlyחwhich eventually leads to the CIO’s ouster. When you have your final lunch with that CIO and he asks you whether you pushed him out, you can be honest about your differences without seeming underhanded.

Or at least as if it’s nothing personal. It will have been, after all, a business decision.

SOURCE

Posted by Elvis on 06/01/16 •
Section Dying America • Section Workplace
View (0) comment(s) or add a new one
Printable viewLink to this article
Home

Monday, May 16, 2016

Rise Of The Temp Workers Part 9 - The Gig Economy

image: The GIG Economy

Need proof that the “gig economy” is painful? Just ask people who work for Uber or Lyft
This backwards system directly transfers more money and power from workaday families to moneyed elites

By Jim Hightower
May 12, 2016
Salon

Pouty, whiney, and spoiled-bratism is not nice coming from a 4-year-old but i’s grotesque when it comes from billion-dollar corporate elites like Uber and Lyft.

The two internet-based ride-hiring brats call themselves “ridesharing” companies, but that’s a deceit, for they don’t share anything - their business model relies on folks needing a ride to hire a driver through the corporations’ apps. With the bulk of the fare going to out-of-town corporate hedge funders.

The two outfits have swaggered into CITIES ALL ACROSS OUR COUNTRY, insisting that they’re innovative, tech-driven geniuses. As such, they consider themselves above the fusty old laws that other transportation companies, like taxis, follow. So Uber and Lyft have made it a corporate policy to throw hissy fits when cities - from Los Angeles to ATLANTA, HOUSTON to Portland have dared even to propose that they obey rules to protect customers and drivers.

The latest tantrum from the California giants happened in AUSTIN, when the city council there adopted a few modest, perfectly reasonable rules, despite the screams of PR flacks from both outfits. The petulant duo then used fibs and high-pressure tactics to get enough signatures on petitions to force a special election to overturn the council’s action. Naturally, being brats, they gave the city an ultimatum “Vote our way or we will leave town” and assumed that Austins tech-savvy voters would flock to do whatever the popular ride-sharing service wanted.

But they picked the wrong city. First, they ran a campaign of blatant lies, as though Austinites wouldn’t question them. Then, they shoved a sickening level of corporate cash into their campaign, apparently thinking that the sheer tonnage of ads would win the day for them. However, the slicks from California turned out to be uber-goobers. Despite spending $9 million (more than the combined spending of all city council candidates in the past decade), they went down, 56-to-44 percent.

Since they didn’t win their campaign, Uber and Lyft have now left town in a huff leaving their 10,000 Austin workers/drivers behind to fend for themselves. Since their workers are considered contract employees, there will be no severance package or unemployment benefits for them.

This is part of the new ”GIG ECONOMY” the latest corporate buzz-phrase from Silicon Valley to Wall Street. CEOs are hailing a Brave New Workplace in which we lucky worker bees no longer have to be suck in traditional jobs with traditional hours, traditional middle-class pay scales, traditional benefits, traditional job security, and all those other fusty “traditionals” of the old workplace, In fact, in the gig economy, you’re not even bothered with having a workplace. Rather, you’ll be “liberated” to work in a series of short-term jobs in many places, always being on-call through a mobile app on your smart phone or through a temp agency. How exciting is that?

Well, they use “exciting” in the sense of distressing and nerve-wracking. The gig economy means “you’re on your own” you’re not an employee, but an “ndependent contractor,” with no rights and no union. You might have lots of calls to work this week, but there’ll be many weeks with no calls. Don’t get sick, injured or wreck your car, for no health care or workers’ comp are provided. A pension? Your retirement plan is called “adios chump.”

This ”ALTERNATIVE WORKER ARRANGEMENT” is not a futuristic concept, it’s already here and spreading quickly. And it’s not just ride-hiring gigs either. Some 16 percent of U.S. workers are now in this on-call, temporary, part-time, low-pay, you’re-on-your-own economy, up from only 10 percent a decade ago. Corporate chieftains (backed by the economists and politicians they purchase) are creating what they call a workforce of non-employees for one reason: Greed. It directly transfers more money and power from workaday families into the coffers of moneyed elites.

Their gig economy is aptly named, for “gigs” are crude four-hook fishing devices that are dragged by commercial fleets through schools of fish to impale them, haul them in, and cash in on the pain. And if you dont think the gig economy is painful, why don’t you ask the 10,000 Uber and Lyft workers in Austin how they feel about it?

SOURCE

Posted by Elvis on 05/16/16 •
Section Dying America • Section Workplace
View (0) comment(s) or add a new one
Printable viewLink to this article
Home

Saturday, February 27, 2016

The Offshore Outsourcing of American Jobs Continues

image: outsourcing america

Laid Off Disney Worker Breaks Down in Tears Before Senate Panel

By Caroline May
Brietbart
February 25, 2016

A Disney IT worker who was laid off and replaced by foreign workers along with hundreds of his colleagues BROKE DOWN IN TEARS before a Senate panel Thursday while telling his story.

During the holiday season of 2014, I was sent a meeting invitation by a prominent Disney executive. With an excellent review in hand along with company announcements of record profits my mind buzzed with thoughts of a promotion or a bonus, Leo Perrero, the former Disney worker testified before the SENATE SUBCOMMITTEE ON IMMIGRATION AND THE NATIONAL INTEREST. “I walked into a small conference room with about two dozen highly respected fellow IT workers. The Disney executive made a harsh announcement to us all.”

That harsh announcement, Perrero said, was that Disney was laying him and hundreds of others off. He would be without a job in 90 days.

“Your jobs have been given over to a foreign workforce,” Perrero recalled the executive saying. “In the meantime you will be training your replacements until your jobs are 100 percent transferred over to them and if you don’t cooperate you will not receive any severance pay.”

Perrero noted that the one ԓglimmer of hope left following the meeting was that there would be new employment opportunities at Disney. That hope was quickly dashed however, he said, as he later learned that just four people were ԓdirectly rehired.

During the meeting Perrero said, he began to worry about not only his future but also the future of America.

“Later that same day I remember very clearly going to the local church pumpkin sale and having to tell the kids that we could not buy any because my job was going over to a foreign worker,” he said, his voice beginning to crack.

“I started to think what kind of American was I becoming? Was I going to become part of ruining our country by taking severance pay in exchange for training my foreign replacement? How many other American families would be affected by the same foreign worker that I trained?” he said through tears.

Perrero recalled having to TRAIN HIS FOREIGN REPLACEMENT and the humiliation he felt at the task.

ԓThe final period of the 90 days was the most disgraceful and demoralizing, as we had to watch the foreign workers completely take over our jobs. And we came to grips that the upcoming Disney jobs promise didnt exist. Then finally on January 31st of 2015 we were forced to turn in our company badges, laptops and then ushered out the door,Ҕ he said.

Perrero noted that one of the only reasons he is able to speak out is that he has left the profession entirely.

SOURCE

The situation at Disney is not an anomaly,Ӕ he continued. This same abuse is happening nationwide.Ӕ

Posted by Elvis on 02/27/16 •
Section Dying America • Section Workplace
View (0) comment(s) or add a new one
Printable viewLink to this article
Home
Page 2 of 10 pages  <  1 2 3 4 >  Last »

Statistics

Total page hits 7740224
Page rendered in 1.6100 seconds
41 queries executed
Debug mode is off
Total Entries: 3084
Total Comments: 337
Most Recent Entry: 01/15/2018 11:44 am
Most Recent Comment on: 01/02/2016 09:13 pm
Total Logged in members: 0
Total guests: 11
Total anonymous users: 0
The most visitors ever was 114 on 10/26/2017 04:23 am


Email Us

Home

Members:
Login | Register
Resumes | Members

In memory of the layed off workers of AT&T

Today's Diversion

He who sacrifices liberty for safety winds up with neither. - Anonymous

Search


Advanced Search

Sections

Calendar

January 2018
S M T W T F S
 1 2 3 4 5 6
7 8 9 10 11 12 13
14 15 16 17 18 19 20
21 22 23 24 25 26 27
28 29 30 31      

Must Read

Most recent entries

RSS Feeds

Today's News

External Links

Elvis Picks

BLS Pages

Favorites

All Posts

Archives

RSS


Creative Commons License


Support Bloggers' Rights