At the end of the first month after Deng Feike took over our branch, I prepared the payroll and took it to him for his signature. Before I could even return to my seat, the phone rang—it was Deng Feike, asking me to come back to his office.
"Please tell me, why are there deductions in the employees' salaries?"
"Sir, according to branch regulations, employees are fined for being late to work..."
I answered fluently when it came to rules and regulations.
His usual smile was unexpectedly gone. He looked serious and said, "The employee handbook has no clause about fines for tardiness, nor does the employment contract."
"Not all regulations are in the employee handbook," I said somewhat helplessly. "This is a timekeeping management system we established ourselves. Such temporary systems are very common."
Hearing this, Deng Feike's expression turned grim. "No!" he raised his voice. "Has headquarters authorized the branch to create regulations? I've been with the company for over a decade, and not a single branch has ever received such authorization!"
"Do we really need headquarters' approval for this? Isn't this for effective company management?"
Deng Feike showed no interest in my challenge. He repeatedly emphasized that the branch had no authority to issue any regulations and must not overstep its limits.
"Alright, then what do you suggest we do? This was approved by the previous general manager."
"Immediately abolish it, and clean up all similar systems at the same time!"
I didn't hear from Deng Feike all afternoon. Just before leaving work, his solution arrived in my inbox:
- For the first instance of lateness, the employee's department supervisor will talk to them to understand the reason.
- For the second instance, the vice president in charge of that department will have a talk.
- For the third instance, you will talk to the employee, pointing out that their behavior constitutes a breach of contract, and issue a verbal warning.
- For the fourth instance, the branch general manager will talk to the employee, giving them one final chance to correct their behavior.
- For the fifth instance, the employee is deemed irredeemable and will be sent directly to your department to terminate their employment contract.
This plan nearly made me faint! Dear employees, please don't be late again—otherwise, numerous talks await you. Aren't you afraid? I suspect your supervisors are even more terrified than you are!
Just as I was left speechless and bewildered, Deng Feike's second email arrived: