It was found that the personnel involved in violations have been subjected to physical threats
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I am a shift supervisor who works on rotating shifts and manages a team. There is a worker in the workshop responsible for loading and unloading goods from tanks; he requested a special arrangement to change his working hours due to health issues with a family member – from 6 p.m. to 2 a.m. He used to be part of the day-shift team and was not under my management. I haven’t had much contact with him before, only during times when we were handling loading and unloading tasks. From our conversations, it’s clear that he is a straightforward person who speaks bluntly without any circumlocutions. However, he has shortcomings in terms of understanding, and he also mentioned in our talks that he used to have a rough past. Generally, after the loading and unloading is completed around 9 p.m., there’s no more work to do, so he finds a place to sleep; otherwise, if there’s no loading or unloading to do, he should rest in the control room. Sometimes it’s also not possible to get in touch via the walkie-talkie. I’m aware of this issue, but since the company has imposed strict rules regarding violations of work discipline, and the consequences for such violations are severe, I’ve been paying closer attention to these matters lately and increasing the frequency of routine inspections. During the inspection at 23:00 yesterday, it was found that he wasn’t in the lounge; he must have gone somewhere else to sleep. So I used the walkie-talkie to tell him to return to the lounge to rest. But after a while he got in touch with me privately and started saying that he didn’t care about this job, that he used to be involved in rough behavior, engaging in fights and causing injuries like broken hands and limbs (I heard that he indeed used to be involved in such activities; fights were something I heard about, but as for broken hands and limbs, etc.) . . . . It also indicated that I might face threats outside, and I talked with him about some work-related as well as personal issues. I have my responsibilities, and perhaps I have to take care of more things than others, but my duties get in the way of your ‘interests’. He’s a reasonable person who understands my difficulties, but he thinks I’m too stubborn. Sigh. Sigh. . . . . This job is extremely exhausting; when it comes to management, I’m even threatened. If I take it upon myself to manage things and get caught, it will affect me as well. It’s crazy. I hope fellow netizens can give some advice on what to do in such situations. PS: Don’t tell our workshop supervisor; I think if our supervisor handles this, it will make that person think I’m reporting on them, and if they do retaliate, it will be a problem for me as well.
Make a suggestion to the manager: have this person take charge.
I worked hard to get here... I refuse to accept it
If you’re doing well in the criminal world and still end up working as a loader/unloader, or if those in charge fear those who are under their authority, then you won’t be able to work in the future. If you get beaten for managing people, the company will be on your side. As long as he dares to hit you, don’t fight back; just insist on charges of intentional injury. Refuse mediation
Mainly, I’m afraid of retaliation; what will I do once I leave the factory? . . . I’m a bit scared now
There’s really no need to worry about revenge from such people; those who dare to speak out generally don’t go through with it. Just tell him straight up: Brother, I’m in this position; I’m not bothering you, and I’ve even lost my job ； You don’t care, but I have to ； If you lose your job, you just have to find work elsewhere; if I lose my job, I won’t even have anything to eat ； As long as everyone is doing okay, that’s fine. Do you have a condition?
In a poem, it is said that viewed from different angles, it appears as a forest or a peak; its appearance changes depending on distance and elevation. As a frontline manager, one must manage from various perspectives, and the methods of management also vary. Different people require different approaches: some can be managed through rules and regulations, some through subtle persuasion, some by building trust and genuine communication, while there are those who simply deserve to be reprimanded. From my perspective, the goal is to manage the entire class so that everyone can hold themselves to high standards; but for those who have developed a careless and unrestrained attitude, it’s difficult to make them change overnight. Therefore, it’s important to spend time communicating with them. I believe that as long as people understand reason, they will obey, unless they deliberately look for trouble.