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so how should performance issues be handled?
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<blockquote data-quote="soberups" data-source="post: 720177" data-attributes="member: 14668"><p>I am glad that you personally feel that way; unfortunately, your opinion simply does not reflect the day-to-day reality of UPS operations.</p><p> </p><p>The reality...is that the driver and his supervisor are in a postion of conflict over what is a reasonable level of production.</p><p> </p><p>The <em>root cause</em> of that conflict, more often than not, is an unfair time allowance for the route in question.</p><p> </p><p>By refusing to address the underlying problem, the management team is operating in a state of denial.</p><p> </p><p>They expend huge quantities of time, energy, credibility and good will trying to put a Band-Aid of SPORH over the cancer of the unfair allowance.</p><p> </p><p>SPORH, 3-day lock in rides, OJS's etc. <em>only</em> occur when the driver in question is "overallowed."</p><p> </p><p>Flawed and unsafe methods which result in bonus are ignored or tacitly approved, while flawed methods that supposedly result in overallowed are not.</p><p> </p><p>This blatant double standard...combined with the ongoing denial of the underlying problem...destroys the credibility of the management team and places them in a state of continuous conflict with the driver in question.</p><p> </p><p>There can be no teamwork or cooperation under such conditions. The relationship becomes adversarial rather than harmonious.</p><p> </p><p>The driver wants to solve the problem, whereas the management team only wants to manipulate the metric.</p></blockquote><p></p>
[QUOTE="soberups, post: 720177, member: 14668"] I am glad that you personally feel that way; unfortunately, your opinion simply does not reflect the day-to-day reality of UPS operations. The reality...is that the driver and his supervisor are in a postion of conflict over what is a reasonable level of production. The [I]root cause[/I] of that conflict, more often than not, is an unfair time allowance for the route in question. By refusing to address the underlying problem, the management team is operating in a state of denial. They expend huge quantities of time, energy, credibility and good will trying to put a Band-Aid of SPORH over the cancer of the unfair allowance. SPORH, 3-day lock in rides, OJS's etc. [I]only[/I] occur when the driver in question is "overallowed." Flawed and unsafe methods which result in bonus are ignored or tacitly approved, while flawed methods that supposedly result in overallowed are not. This blatant double standard...combined with the ongoing denial of the underlying problem...destroys the credibility of the management team and places them in a state of continuous conflict with the driver in question. There can be no teamwork or cooperation under such conditions. The relationship becomes adversarial rather than harmonious. The driver wants to solve the problem, whereas the management team only wants to manipulate the metric. [/QUOTE]
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