There will be another revolution if our government doesn't figure out a new
way to redistribute wealth. At some point the working class, middle class,
will no longer take it. The Industrial Revolution is largely responsible
for saving the heads of the ruling classes in western Europe and America at
the turn and following into the ninteenth century. What now for us as our
US industrialists and our government move our jobs to foreign countries
while continuing to amass and flaunt their great wealth. What will save
the US standard of living for the folks who aren't able to fill the fewer
and fewer well paying jobs?
It is offered we will be able to invest a portion of our social security in
the stock market thereby partaking in the joy of belonging to the investing
class. That paltry percentage of an already small percentage will buy a
daily cup of coffee as consolation at the end of ones working career. We
have IRA's and 401k's now that are far better in amount available for
investment and return. Problem with a company investment plan - you are
telling your employer your level of surplus income. That should not be any
of his business. Today twenty or so years later the price is being paid as
employers force workers to give back in terms of contributions for health
care, pensions and yes, social security and RRR.
Amtrak has proposed Amtrak employees only we be taken out of RRR and put in
SSS and also that we be exempt from the railway labor act. Can you believe
there are people here that vote Republican. They say they believe the
Republicans are helping them. We are being asked to contribute to our health
care while the company won't give us the number of paid sick days the other
crafts receive. It's a no brainer, a win/win. I'd gladly give a $100 a
month in contribution for ten days paid leave each year.
Does the word scumbag come to anyone else's mind.
>From: "joseph Klapkowski" <riverlinejoe@...>
>Subject: Re: [FJGRailroad] Re: Chicago Line
>Date: Sun, 01 May 2005 03:19:51 +0000
>Just because we are on the topic and somewhat off the topic....I work in a
>non union environment. One year just before year end, I made a lot of money
>for my company. One deal was me thinking and the other deal was me thinking
>hard. When bonus time came around I was told that I was paid to be
>smart.........................needless to say I left shortly
>At another employer several things went wrong. I was the mechanic that
>what was broken. I did not break the things that were broke. After the fact
>the finger pointing started.............I left because it started to look
>like they were going to point at me even though everyone else knew it was
>someone else higher up in management that was at fault.........
>Non-union and some of you might think I am an executive but really I am the
>mechanic in my business.
>I know there are lots of injustices in evry workplace but at least you guys
>have rules and a union to support you. I get to work long hours whenever
>required and get dumped on a lot. Nobody backs me up..............sorry
>wanted to say that.....now back to the topic.
> >From: Gerald Snyder <handyman756@...>
> >Reply-To: FJGRailroad@yahoogroups.com
> >To: FJGRailroad@yahoogroups.com
> >Subject: Re: [FJGRailroad] Re: Chicago Line
> >Date: Thu, 28 Apr 2005 15:39:48 -0700 (PDT)
> >Unfortunately, yes, it all has to do with money. I
> >know I used to enjoy going to work at least some days,
> >but top management seems to have adopted the
> >squeeze-all-you-can-out-of-them attitude and
> >everything has become a one way street. They
> >constantly remind you that you're being paid to do
> >your job, not put in x number of hours, so if the day
> >becomes 10 or 12 hours long because things have to get
> >done, so be it. And being on salary means overtime
> >does nothing for your take-home. Nobody remembers the
> >60 hours last week when you need an hour for the
> >doctor this week - just be sure you make it up this
> >week. And if you have to come in weekends or days
> >off, that's just part of the job - no comp time for
> >that. But the part that really bothers me is that the
> >bean counters are starting to impact our ability to do
> >the technically right thing, which is what has kept us
> >out of trouble for the last 50 years. Just look at
> >what's happened to NASA. There's some things that
> >just can't be done faster, better, and cheaper. End of
> >rant. Time to go see my son get inducted into the
> >Nation Honor Society.
> >--- paul larner <pklarner@...> wrote:
> > > That's the good thing. If you show the actual hours
> > > worked then you can't
> > > be charged with stealing time. I heard a couple
> > > fellows were charged with
> > > stealing time; I don't recall whether it was Selkirk
> > > or elsewhere, nor were
> > > the circumstances clear. Another critical point is
> > > that managers are
> > > allowing it. Once this happens it becomes part of
> > > the culture and is
> > > expected. I maintain it's a good thing to have a
> > > few bones for employees.
> > > Budget for them. It's a ploy for managers if done
> > > properly. The employee
> > > think's he's getting away with something, a little
> > > something for nothing.
> > > As a turnaround the employee is more willing to get
> > > his job done quickly
> > > because he's geting a bit of gravy. A win win
> > > situation playing on human
> > > nature. The danger is that once it becomes part of
> > > the culture, what
> > > happens when a new manager comes in from outside.
> > >
> > > If anyone ever wondered why promotions at a
> > > particular location don't come
> > > from the ranks, it is to avoid these issues. Good
> > > workers get promoted then
> > > are sent to other locations to do their supervision.
> > > Could breaking the
> > > "culture" be the reason so many former CR managers
> > > are no longer employed at
> > > CSX. (Remember UP took over SP) We went through the
> > > same process here. Took
> > > steps and a couple changes at the top. I hadn't
> > > experienced this process
> > > before I arrived here. I liked it. You did your
> > > job and every one got a
> > > bone at the end of the tour. It was apparent in
> > > attitudes; that has
> > > changed. There were more serious problems though.
> > > Auditing cash sales was
> > > allowed to slip through the cracks; rules were not
> > > enforced. Most of us
> > > knowing what's expected of us will comply. Forever
> > > it seems I have
> > > emphasized that any rule not enforced doesn't exist.
> > > There was evidence of
> > > that here. Several cases where one of us landed in
> > > trouble should properly
> > > have been laid on management's attitude toward
> > > monitoring and compliance.
> > > Many companies don't do a root cause analysis of
> > > their employee failures
> > > because the results usually point to a manager at
> > > some level. Being on the
> > > bottom level of the pyramid I can only presume other
> > > things were lax as
> > > well.
> > >
> > > Taking "bonuses" from employees working hard with a
> > > belief these are
> > > entitlements, is difficult, though not impossible.
> > > Unless you get a gifted
> > > manager with the balls to push back a bit to his
> > > manager, the process is
> > > counter productive. Look at what's happening now.
> > > Even gifted managers are
> > > up against a wall, too. They'd like to keep their
> > > jobs as well, so often
> > > feel obligated, threatened, to push issues further
> > > than they might
> > > otherwise.
> > >
> > > Level Three. The board of directors expects
> > > profitability, a favorable
> > > public image, and a days work for a days pay. The
> > > chairman passes the
> > > message to the president who drops it on his
> > > department heads. Insulated
> > > and largely isolated from the real world where the
> > > capital is produced,
> > > decisions are made without a true picture of how
> > > things are. Why do you
> > > suppose a company would shut down half of it's
> > > capacity and still try to run
> > > a schedule as if nothing had changed? What about
> > > fleeting trains during a
> > > work process? Was someone not listening or afraid
> > > to speak up? Sieg heil.
> > >
> > > Cultural change is as painful corporately as it is
> > > internationally. Success
> > > at every level is not to become a victim. This
> > > feeling applies to our
> > > managers and to us. Our pants all go on the same
> > > way. My wife speaks to
> > > more folks around the industry than I have in a
> > > number of years, she hears
> > > "the railroad" is no longer a "fun" place to work.
> > > People don't like their
> > > working situation anymore, at all levels. I suspect
> > > it isn't our industry
> > > alone. Does it all have to do with money?
> > >
> > > Basta.
> > >
> > > PKL
> > >
> > >
> > >
> > > >From: choochoo1802@...
> > > >Reply-To: FJGRailroad@yahoogroups.com
> > > >To: FJGRailroad@yahoogroups.com
> > > >Subject: Re: [FJGRailroad] Re: Chicago Line
> > > >Date: Wed, 27 Apr 2005 07:58:17 -0400
> > > >
> > > >With us its not stealing time.If we start at 0900
> > > and work until 1500.We
> > > >put down on our time sheet as off duty at 1500.
> > > Then we have a section
> > > >to fill out as worked for 6 hours,paid but not
> > > worked for 2 hours,total
> > > >is 8 hours. We work until management says so
> > > anyway,regardless its 6
> > > >hours,9 hours or 12 hours ( of which is no
> > > choice).Early quits for us is
> > > >seldom.We're working 10-12 hours per day.Mark
> > > >
> > >
> > >
> > >
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