Education not Poverty—Reclaiming What is Ours!

In the 2007, Trends in International Mathematics and Science Study test, students from Singapore took first or second place in all science categories. The United States ranked 11th.

The quality of our math and science education lags behind many other nations.

Barack Obama

Mark Roth, a former science editor of the Pittsburgh Post-Gazette asks why do pupils, in a nation that is world leader in scientific research lag, behind other countries in science. Excuses range from poverty, poor training of teachers, disdainful attitudes to education and knowledge, the shockingly poor scientific illiteracy of American adults to the convenience of paying to import scientists and mathematicians from abroad where standards are higher. It is is actually cheaper for corporations to hire foreign scientists that for have to pay taxes to improve the US education service.

Meanwhile, the huge gap between students in affluent and poor school districts is reflected in racial disparities in scores. Affluent white kids in the US do as well as white kids in Europe. In the European Program for International Student Assessment, or PISA, American students as a whole scored 502 in 2009, slightly above the industrialized nation average of 500. Arthur Eisenkraft, a science education expert at the University of Massachusetts at Boston, said economic differences play a part in the discrepancy:

We’ve always known there are high correlations between poverty and how kids do in school.

The downside is particularly noticeable in large urban school districts like Pittsburgh. Only two of the 17 big city school districts that participated in the National Assessment of Educational Progress science tests, in 2009, had more than a third of their students scoring in the proficient range. Eight of the districts had more than half of their students below the basic level. Alan J Friedman, a science education consultant, emphasized that those who are below basic in science at the eighth grade level most probably will be freezing themselves out of a whole lifetime of advancement opportunities.

Part of the reason for the fall in test scores from the elementary school to middle school is attitude—and is shared by parents as well as kids. In Asian countries, doing well in science is considered to be by application, hard work, but Americans think it is whether you have a natural gift for a subject, aptitude, natural ability—you just don’t want to do it! Students say, “I’m no good at science, and that’s just how it is”. Being a “celebrity” seems a lot more fun!

Besides the need for effort, school pupils need to know how to analyze problems and work out the answers to them. But many teachers who teach science are poorly trained in it themselves. Many have not done science in college. It becomes particularly critical if the content is controversial, as in teaching evolution in biology classes. Lack of the proper training in science and evolution leaves teachers without the confidence to face up to aggressive Christian kids challenging them, especially when they have equally aggressive and sometimes influential parents coming into the school to complain. Many parents love Jesus so much that they love guns, and high school shootings have become popular recently.

The lack of scientific literacy in America is compounded by the determination of many US Christians no keep on sabotaging science on the grounds that all the answers necessary are in Genesis. All Genesis answers is what is in it, and whatever regard people have for it, it is not science.

Ultimately America, and much of the west—the UK is going the same way—needs proper regulation of corporate greed. If people are to work hard, they need rewards that seem proportionate—decent wages, apprenticeships and training schemes, and sposorship of education—but corporate America could not care less than it does about American society. If they could get people to work for nothing they would, and when industry is fully robotized, that will be the real situation.

But who then would be able to buy anything? Without money at the base of society, at consumer level, society collapses, and discontent rises. Intelligent young people already see it, experience it, and feel that education is pointless when the prospect of any work for most is negligible. Already there are places where hundreds of people compete for each job that becomes available. They wonder whether it is lucky or clever to take any such job, if offered, because they will have to work for peanuts under a perpetual threat of being fired. Why bother? It is easier and more lucrative to be a thief. Already vast swathes of the inner cities are dying or dead, because industries have moved to cheap labor countries, or to another state in the Union that will offer the biggest incentives—bribes.

Social responsibility has to be made an important factor in corporate decisions. It can be done by strictly enforced legislation. And should the corporate bosses decide to move abroad, then they should do it with the knowledge that their products will be heavily taxed if they are imported to the USA, and Americans domiciled abroad whose businesses have been moved from the USA, should be taxed as if they still lived in the USA. It is time the country was taking back what it has allowed a small body of people to take away—the nation’s jobs and wages.

Managers Make Staff Work Harder with Less Reward

Unless you are a banker, one might add!

King’s College London and law firm Speechly Bircham have surveyed 550 senior personnel of firms, with a combined workforce size of more than two million, to discover the state of human resources in the UK. It highlights the problems faced by employers, as they struggle to find ways to address gender pay inequality. They are unprepared for forthcoming changes to the retirement age, and are facing greater workplace unrest as austerity measures, longer working hours, stress and a skills shortage take their toll on the workforce. Richard Martin, Partner and Head of Employment at Speechly Bircham, said:

This sends a clear warning to employers. The combination of increased workplace conflict, longer hours and rising stress levels is a potent cocktail that could lead to a significant rise in tribunals and industrial action, if not properly addressed.

Despite our last survey showing that UK employers regarded employee engagement as their number one priority, reported levels of employee engagement have fallen. Skills shortages are worsening and the rigid cap on immigration means that employers are left with few tools with which to plug the skills gap. Only a small percentage of businesses have any measures in place to deal with pay inequality despite the Equality Act looming.

Perhaps most worrying is what can be read between the lines of the survey about employee wellbeing and engagement. At a time when employers should be focusing on re-engaging with staff and repairing the damage caused by the recession, staff are instead being made to work ever harder, without reward. An economic recovery built on working reduced workforces harder and harder is clearly not sustainable and could lead to major problems for employers—particularly in the public sector.

The gist of the report is:

• More than 50 per cent of firms reported an increase in working hours, while pay rises and bonuses are being withheld. Longer working hours correlated with increased absence, sickness, stress-related problems, and more grievances. Increasing working hours causes workplace unrest and higher staff turnover.
  
• 42 per cent of respondents employing non-EU workers reported that the immigration cap is affecting their business adversely. One in three businesses have an bigger skills shortage compared to last year when it was 22 per cent. Where there are skills shortages, staff turnover is increasing and more working days are being lost through sickness and absence.
• Deteriorating employee relations, high stress levels and workforce disputes appear endemic, particularly in relation to bullying, harassment and relationships with line managers.
• 46 per cent of respondents said that stress-related problems have gone up, while 30 per cent had seen grievances increase over the past year. Organisations that noted higher levels of stress showed a direct correlation with higher levels of sickness absence.
• In 2011, 40 per cent of respondents expect worse employee relations, 42 per cent expect higher stress levels and 29 per cent see rises in employee grievances.
• Most firms say they have equality of pay but admit they do not have any ways to check it. 84 per cent claimed no material gender pay inequality, but only a third had any means to monitor gender equality of pay.
• Most businesses are unprepared for the scrapping by law of the compulsory retirement age from April 2011. 78 per cent of respondents still had a retirement age of 65, and another 5 per cent had some other compulsory retirement age. Only a third of organisations thought it was an issue.
• Downsizing of workforces remains largely unchanged and flexible working continues to increase. 70 per cent were still having to make compulsory redundancies in 2010, hardly any improvement on the 72 per cent who downsized in 2009. Flexible working continues to be a popular workforce strategy in difficult conditions, with 36 per cent of respondents identifying an increase in the use of these arrangements.
• Macho management remains the fashion, even though poor relations with staff are the biggest source of grievance, formal grievances arising from employee relations with senior/line managers for 40 per cent of firms.
• Though job design, employee participation and procedural fairness have more impact on employment than supposedly more effective leadership and management, macho management continues to retain its appeal among management.

Stuart Woollard, Managing Director of King’s HRM Learning Board and co-author of the survey report, says the survey…

…should worry all business leaders and HR directors as the results question the sustainability of current strategies to keep workforces performing at the required level. Organisations must carefully consider the likelihood of erosion in employee productivity, work quality and performance as a consequence of lean workforces and additional working hours. With an apparent leadership/management disconnect with staff, firms may also not realise the nature and extent of the problems ahead.

Organisations that are able to understand and alleviate employee anxieties and provide effective ways to counter the impact of high pressure work environments will ensure that they retain more engaged and productive workers, making a route through the economic uncertainties far clearer. There is evidence in our survey that those firms who are able to implement effective HR strategies that drive higher levels of engagement may find that these initiatives will differentiate them in terms of organisational performance.

Anyone looking on with a critical eye cannot fail to wonder why bankers need huge bonuses to motivate them to work, but people doing something useful, making things we need in a factory, or distributing them, whether laborers or skilled technicians, need to be threatened and bullied according to the continuing fashion for macho management. The macho managers haven’t the wit to realize that cutting and cutting staff levels, and forcing people to do more for less, while refusing to train the staff in the skills they, and we, need is destroying our potential for surviving. Moreover, the more people have to work and the less they have to spend and the less leisure time in which to spend it, the less will be bought. It forces us into depression. In short, our governments and the management they represent could hardly do worse.