Choose an Issue and Voice an Opinion

“Why Women Earn Less than Men” or “Why Work Sucks and How to Fix It” Do women earn less than men because of discrimination? The National Committee on Pay Equity thinks so. Another point of view is that there are different (and more complex) issues involved, and these issues need to be considered in taking a final position on the matter. A significant part of the problem is that overall earnings by gender are not the same as equal pay for people doing the same job. That is, the choices women make about their work determine pay differences. Women are underrepresented in the science and math fields, which lead to better paying careers. The statistics are that only about two-fifths of science and engineering graduates are women. One important fact in terms of the future of pay equity for women is that there are now more women graduating with bachelor’s degrees than men. The estimate is that in a few years, 60% of all college graduates will be women. The argument is that as more women enter the workforce, the pay differential will narrow. If that is to happen, the problem should solve itself. A new book, “Why Work Sucks and How to Fix It,” has hit the workplace, and it has an interesting premise: “Our beliefs about work…are outdated, outmoded, out to lunch.” The book was authored by Jody Thompson and Cali Ressler, founders of CultureRx. The present approach is that “time + physical presence + hard work = results.” However, Thompson and Ressler argue that this standard of work culture is not productive. Rather, they recommend a “results-only work environment” method on their website – which you are encouraged to visit. So, which of the two issues is most intriguing? Weigh in with your opinion!

Emotional Contagion in the Workplace

Awareness of the concept of “emotional contagion” goes back to at least the early 1990s. It has been defined as signifying the tendency to express and feel emotions similar to, and influenced by, those of others. In psychology, the condition (emotional contagion) is frequently looked at as a cause of dysfunctional dynamics in families and especially in children. And, of course, it can be a critical factor in the workplace. To understand employee behavior in the workplace, employers need to be aware of the phenomenon and take measures to counteract it. While the most prevalent situation is the interaction between and among employees, the contagion is also cited as a condition sometimes present in the employee-customer relationship. We became aware of “emotional contagion” when we came across a “working paper” published in 2001 by a Yale School of Management professor, Sigal G. Barsade. Barsade titled his paper The Ripple Effect: Emotional Contagion in Groups. Barsade wrote: “The results of this research confirm that people do not live on emotional islands but rather, that group members experience moods at work, these moods ripple out and, in the process, influence not only other group members’ emotions but their group dynamics and individual cognitions, attitudes, and behaviors as well. Thus, emotional contagion, through its direct and indirect influence on employee and work team emotions, judgments, and behaviors can lead to subtle but important ripple effects in groups and organizations.” Barsade concluded: “Emotional contagion has been shown here to play a significant role in work-group dynamics. A better understanding of the conditions and concepts of emotional contagion can lead to greater insight into and understanding of employees’ workplace behavior.” Emotional contagion also suggests another issue for employers – If a positive emotional contagion is preferable to a negative emotional contagion, employers should consider doing a personality inventory as a condition of employment. For our clients who are always looking for better ways to make their workplaces more effective in preventing and managing disability, read the Barsade paper.

A rare find: "Made in the USA"

In 1950 thirty percent of Americans worked in manufacturing. But as outsourcing, stagnant wages, and more amenable working environments became more commonplace, manufacturing represented only fifteen percent of the jobs in the United States in 2007, according to the Bureau of Labor Statistics (BLS). To highlight the shift away from jobs in manufacturing, the BLS also provided the following statistics:

      Occupation                 Number of Employees       choreographers                      16,340       metal-casters                         14,880       casino dealers                        82,960       lathe operators                      65,840       security guards                 1,004,130       machinists                           385,690

1,460 more choreographers than metal-casters? 17,120 more casino dealers than lathe operators? Things have changed dramatically, and when the presidential candidates wait outside of manufacturing plants to shake hands with the machinists, they would do far better visiting with the security guards in the lobby.

In 2007 the National Association of Manufacturers cited "training or retraining" employees as their number one concern. A 2005 study reported that ninety percent of manufacturers were suffering moderate to severe shortages of qualified workers. Less-skilled jobs will continue to move overseas. Small businesses make up the bulk of U.S. manufacturing jobs, and for these employers, the skill shortage is a crucial issue.

Hamill Manufacturing Company in Trafford, Pennsylvania reports that only half of their machines are running, and that is not due to a shortage of orders. It is a shortage of skilled workers. The president of the company said, "I’d hire 10 machinists right now if I could."

The move away from manufacturing jobs in the United States is multi-factorial. Outsourcing, dangerous or uncomfortable working conditions, and physical wear and tear are just three of a multitude of factors that may steer workers away from the factory and towards the office. What can we as a nation do to bring back the old "Made in the U.S.A." label?