Ran across this organisational behaviour stuff yesterday. It's old, but it has some relevence I think, when it comes to analysing behaviour.
It's what's termed "Microinequities" - subtle slights that devalue people and effectively lower their performance in the workplace.
I have always been pissed off by these things without realising it, from the time I stood in a queue with everyone else waiting to clock out, watching the managers driving their company cars past us and out the gate without even a glance.
http://www.magazine.org/content/file...inequities.pdf
I don't think Dixon's continuous slights are "micro" though, it's pretty obvious that if he deliberately takes Eighteen months to negotiate an EBA, he thinks that you are all ****e anyway. That attitude is going to bite QF's arse one day, but by then Dixon and his ilk will have taken their bonuses and shares and slithered away.
Microinequities: When Small Slights Lead to Huge Problems in the
Workplace
By Eric L. Hinton
May 22, 2003
This story was published in the March/April issue of DiversityInc, the magazine.
Imagine for a moment you're sitting at your desk when you see your boss walking around the office introducing a new hire to all the current staff members. At each stop, your boss spends several minutes exulting in the various accomplishments of each of your co-workers and rejoicing in what a valuable member of the team he or she is. Then, when your boss approaches you, he simply identifies you by name (which he mispronounces) and says you've been with the company for a year (when you've actually been there for three), before quickly moving along.
As you now ponder whether it's time to update your resume, that sinking feeling in the pit of your stomach has a name. You've just been the victim of a microinequity, says Stephen Young, senior vice president of corporate diversity for JPMorgan Chase. Over the past fewyears, Young has become a personal crusader, preaching to corporations the destructive consequences of employers and co-workers who exhibit forms of exclusion, both implied and
overt, in the workplace.
A microinequity is defined as a subtle message, sometimes subconscious, that devalues, discourages and ultimately impairs performance in the workplace. These messages can take the shape of looks, gestures or even tones. The cumulative effect of microinequties often leads to damaged self-esteem and, eventually, withdrawal from co-workers in the office.........
This stuff is about the "meta message" - the message people send when they don't think they are sending a message.
It appears to me that Mr. Dixon has no understanding of this concept, or wouldn't care anyway, because he sends a lot of meta messages. The theme is always the same - everybody except me is ****e.
- Like dragging on an EBA negotiation for Eighteen months, when executive pay is minutely readjusted annually.
- Like saying that he and his Board are responsible for the company's success (and by implication that the workers aren't).
This seems to be completely at variance with what Qantas claims on their own career website:
In the air and on the ground the Qantas Group’s fleets are at the forefront of aviation thanks to the teams of talented specialists in Qantas Engineering who share a commitment to professional excellence. Our reputation is a direct reflection of the abilities, dedication and professionalism of everyone responsible for the care and maintenance of the fleets of our customers.
.....If that last sentence is true, which I think it is, then why is F***king you over and getting rid of as many of you as possible?