Regarding the situation you mentioned about the new director of the airborne factory who lowered the salary of the master from 12,000 to 4,000 and then regretted it, this is a common problem in the workplace. In this case, the new factory manager made significant changes to the company's salary system, including reducing the salary of a senior technician from 12,000 to 4,000. This technician, Master Wang, has a very high status and value in the factory, and his skills and experience are essential to the normal operation of the factory. However, the decision of the new factory director not only harmed Master Wang's rights and interests, but also ultimately had a negative impact on the factory itself.
The behavior of the new plant manager shows the neglect of old employees and the underestimation of their value. When the factory faced an emergency, such as the failure of key production equipment, the new factory manager realized the importance of Master Wang's expertise and experience for the factory. Master Wang's resignation and subsequent departure left the factory facing significant technical challenges, resulting in lost orders and production stagnation. Eventually, the new director had to personally ask Master Wang to return to the factory and offer a higher salary and better benefits package to correct the previous mistake.
This case tells us that enterprises need to respect and value the experience and value of old employees in management. Focusing solely on cost reduction while ignoring the value and contribution of employees can lead to long-term negative effects. At the same time, it also underscores the importance of considering long-term benefits in corporate decision-making, not just short-term cost control.
Reference Sources:
Zhihu 1
Sohu 3