"It Ain't My Job"

Managers CanTake Charge in a New Way



Effectively orient the Workforce to Performance

Make Employees compete with Contract Workers

Provide Contract Workers with Competitive Benefits

Establish Management over Personnel Efforts.


Jesse Brogan, BSIE, LL.B., presents that unique combination of law and engineering that makes a higher level of management possible. This work is based on advanced management engineering, having long-term and wide-spread effects on the source of our most valuable resources.

This is management engineering at its finest, recognizing a serious problem in management that others have overlooked; and then providing the one obvious solution that yields the desired result. You can read in this work now. The solution is there for all to see.

(Open Read-Ahead Now)


In the 1960's, a worker took pride in knowing his equipment, and keeping it in working order. Today's worker just kicks back when it is broken, "It Ain't my Job."

In the 1970's, it was equality among workers. People were paid for hours more than for performance.

In the 1980's, it was death to incentives. Why should someone get paid more just because they work more effectively.

In the 1990's, Labor insisted that the business owes workers for working there.



This remarkable work provides something to do about this slide into chaos. Mastering the People Game is not a recipe approach to getting the most from available workers, but a general application of engineer to the workforce, making workers more responsive and more valuable to the business.

Management over the Personnel function is how it begins. The manager has something to accomplish, and the personnel group can be resourced and missioned with developing the best workforce supporting that end.

The technique is no challenge. Managers lose control over resources when workers gain control. Control is through actions by organized labor and by the State, and both are made possible by employment contracts. Much of this work establishes the same benefits for contract workers as for employees, and puts them into direct competition. Special benefits for employees encourage giving work to contract workers, who don't have the same limitations.


"It ain't my Job" is answered by "It's a contract worker's job."

Let's get back to basics. Workers rent out their time, skill and effort for a wage. If they don't want to do the work that must get done, contract workers probably will. Performance and pay need to be two sides of the same issue.

Modern personnel practices have allowed the degradation of personnel. Effective management can put personnel practices back to the task of assuring that good workers are available to assure productive efforts.

It starts with the manager accepting responsibility to demand this performance from personnel workers.

It continues by directing the leveling of the field between employees and contract workers.

It becomes effective by offering work to contract workers or employees as a decision on the best way to assure performance at a good price.

It becomes widely effective when the best workers can pick and choose their working relationship, and weaker workers have to perform to be paid.


This describes no over-night miracle cure. It is a long road that leads to remarkable benefits because there is someone who takes charge over the personnel function, giving it value to gain through its efforts, and resourcing it to assure performance. Take a look for yourself. About 10% of the book is free, and is immediately available for download and reading.

(Open Read-Ahead Now)