Student "edition" found at {thoughts dot com slash typed no space out no space loud slash blog}.

Maybe I shouldn't have started this blog now, not with everything that's been going on.

This is a follow up to the post yesterday. Trust that writing in the heat of the moment makes it lose coherence.

Side note: because of a typo above, now I know that there is such a word as coherency, which means the same thing.

Anyway, what I forgot to mention yesterday was that from the start, I have wanted there to be a lasting bond between employer and employee.

Just like what my co-teacher and co-franchisee Sir Ronnie has accomplished, he has workers who are loyal to him, and are not pulled out for rotation by the main office, which in the end is detrimental to the job security of the workers.

I thought IU was already establishing that with my employees, taking out one who thinks he has job security when for him it just means the illusion of freedom to do whatever he wants even if it is detrimental to the welfare of the owner and the business, thinking there will be no consequences and no finding out.

I even emphasized to them that those who think that they can abuse the laxity of the system will not stay on, but those who work well towards the continued success of the business will stay on, and be rewarded continuously.

What it turned out happened was these workers did not connect the perks they received with job performance; they just chucked it up to the boss being nice, and believing I will continue to be nice even if things deteriorate.

I do not know if it was just testing the waters, but there were instances that they refused to do the work they were supposed to, using several different excuses such as not being able to communicate well with the foreign customers, and being in the middle of taking care of personal laundry in the middle of the workday.

I think it is also the former fate that they have been moved around from branch to branch that has stayed with them, despite my assurances that if they are good (both to the business and to their fellow employees) I will fight to keep them on.

It might have been a losing battle for me to make them see the big picture or the long view, when all their lives they have been used to a day to day (hand to mouth) existence. Or I really needed lecture time to drill it in, which I did not do.

Add to that the possible long line of former employers who for them terminated them or returned them to the main branch for what they think to be minor infractions, and thus their not thinking they should improve themselves to be able to keep working at the same (what I thought to be) happy place.

Rather, if they were not allowed their personal foibles at one branch, they would attempt to try it out on a different branch, thinking they have reached paradise when they find one where they can do what they want, even if down the road it means that customers will not return to the business and they will have to be let go.

In other words, there may have been a lot lacking in my attempts at inspiring employee loyalty. Merely having monetary or material rewards for good work is pure Pavlov does not raise their consciousness above that of animals.

Session 2969 is on a learning curve with this as well. Class dismissed.