Backlash: why single employees are angry

Article Abstract:

There is growing discontent among single and childless employees with Corporate America's preoccupation with family-friendly programs. An Apr. 1996 survey of single/childless workers conducted by Personnel Journal revealed that 80% of them felt left out by their companies' work/family programs, 80% said that their needs were not receiving as much attention from management as those of employees with spouses and children, while 81% felt that they were carrying more burden than their married-with-children counterparts. With these employees feeling that they are getting a larger share of work and making more sacrifices, while getting a smaller share of benefits, the business world could expected a backlash. Employers can deal with this issue by reviewing their policies and ensuring that they are fair to both married and single employees. Examples of more inclusive benefits are flexible-work arrangements and dependent-care offerings.

Compensation and benefits, Compensation management, Married people, Single people, Work and family

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A strike puts employees up to bat

Article Abstract:

Pinnacle Brands Inc. is one of few baseball-related companies that were able to survive the devastating baseball strike in 1994. What is more impressive about this feat is that, of the top five trading-card manufacturers, it was the only one that did not have to resort to layoffs just to survive. Instead of laying off employees in the face of the potentially debilitating strike, management at Pinnacle Brands challenged its employees to replace the $40 million trading card revenue lost as a result of the strike. Management encouraged participation by allowing employees to form informal teams to discuss ideas. Employees who make suggestions that translated to savings for the company were duly recognized and rewarded. As a result of their ideas, employees were able to raise sales by 80% within two years. The case of Pinnacle Brands demonstrates that downsizing is not always the best response to challenges.

All Other Publishers, Commercial Printing, Cards ex Greeting Cards, Case studies, Printing industry, Participatory management, Trading cards, Pinnacle Brands Inc.

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Keeping an "I" on power

Article Abstract:

Management's discontent with Boardroom Inc.'s less than optimal operating capacity has resulted in the creation of the highly effective suggestion program 'I' Power. This program, which requires employees to propose two improvement ideas every week, seeks to create a corporate culture where every organizational member is constantly thinking of how things can be done more effectively. It is different from other suggestion programs in that suggestions are mandatory and all proposals are appreciated. Small rewards, such as a dollar or two, are given to workable ideas. 'I' Power has proven very effective, helping Boardroom Inc. to increase its annual revenue from $25 million to $120 million in less than five years. Its success has led to the establishment of a nonprofit organization, Greenwich Institute for American Education, which offers lessons on 'I' Power to other companies.

Employee suggestions, Boardroom Inc. (Des Moines, Iowa)

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