> you said in a reply further down that you were an executive level manager, you should have told HR to shove it because your individual performance would be impacted by the collective output of your employees, and the costs of improving working conditions would be returned in several multiples, some of which you might receive as a bonus.
This assumes the EMgr is compensated/recognized more on performance of collective output than on politics and relationships. I dont know specifically about Apple, but plenty of orgs are imperfect enough that relationships are actually more highly rewarded/recognized than optimal collective outcomes (which are disparate and difficult to take credit for.)
This is part of the reason why "glue" workers[1] are usually overlooked and kept back. They neither please anyone, nor have a specific item to take credit for, usually simply boosting the outcomes of others who take all the credit for their work, plus some for that of the glue worker.
[1]: (ones which keep a team functioning well, but do nothing particularly stunning of their own)
This assumes the EMgr is compensated/recognized more on performance of collective output than on politics and relationships. I dont know specifically about Apple, but plenty of orgs are imperfect enough that relationships are actually more highly rewarded/recognized than optimal collective outcomes (which are disparate and difficult to take credit for.)
This is part of the reason why "glue" workers[1] are usually overlooked and kept back. They neither please anyone, nor have a specific item to take credit for, usually simply boosting the outcomes of others who take all the credit for their work, plus some for that of the glue worker.
[1]: (ones which keep a team functioning well, but do nothing particularly stunning of their own)