Señor Payroll by William E. Barrett - Study Guide

Larry and I were Junior Engineers in the gas plant, which means that we were clerks. Anything that could be classified as paperwork came to our desk. The Main Office downtown sent us a lot of orders and rules that were to be put into effect. Junior Engineers were unnoticed by everyone except the Mexican laborers at the plant. To them, we were the visible form of a distant, unknowable paymaster. We were Señor Payroll.

Those Mexicans were great workmen; the aristocrats among them were the stokers—big men who worked Herculean eight-hour shifts in the fierce heat of the retorts. They scooped coal with huge shovels and hurled it at tiny doors. The coal streamed out from the shovels to the narrow opening. The stokers worked stripped to the waist, and there was pride and dignity in them. Few men could do such work, and they were the few.

The company paid its men only twice a month, on the fifth and on the twentieth. To a Mexican, this was absurd. What man with money will make it last fifteen days? If he still had money beyond the spending of three days, he was a miser. Therefore, it was the custom for the stokers to appear every third or fourth day to ask for more money due to them. There was a certain elasticity in the Company rules, and Larry and I sent the necessary forms to the Main Office and received an “advance” against a man’s paycheck.

Then, one day, Downtown favored us with a memorandum: “There have been too many abuses of the advance-against-wages privilege. Hereafter, no advance against wages will be made to any employee except in case of genuine emergency.”

We had no sooner posted the notice when in came stoker Juan Garcia. He asked for an advance. I pointed to the notice. He spelled it through slowly, then said, “What does this mean, this ‘genuine emergency’?”

I explained to him patiently that the Company was kind and sympathetic, but that it was a great problem to have to pay wages every few days. If someone was ill or if money was urgently needed for some other good reason, then the Company would make an exception to the rule.

Juan Garcia turned his hat over and over slowly in his big hands. “I do not get my money?”

“Next payday, Juan. On the twentieth.”

In the next hour, two other stokers came in, looked at the notice, had it explained, and walked solemnly out; and then no more came. What we did not know was that Juan Garcia, Pete Mendoza, and Francisco Gonzalez had spread the word, and that every Mexican in the plant was explaining the order to every other Mexican.

“To get money now, the wife must be sick. There must be medicine for the baby.”

The next morning, Juan Garcia’s wife was practically dying, Pete Mendoza’s mother would hardly last the day, there was an epidemic among children, and, just for variety, there was one sick father. At any rate, nobody paid Larry and me to examine private lives; we made out our forms with an added line describing the “genuine emergency.” Our people got paid.

That went on for a week. Then came a new order: “Hereafter, employees will be paid ONLY on the fifth and the twentieth of the month. No exceptions will be made except in the cases of employees leaving the service of the Company.”

The notice went up on the board, and we explained its significance gravely.

“No, Juan Garcia, we cannot advance your wages. It is too bad about your wife and your cousins and your aunts, but here is a new rule.”

Juan Garcia went out and thought it over. He thought out loud with Mendoza and Gonzalez and Ayala, then, in the morning, he was back.

“I’m quitting this company for a different job. You pay me now?”

We argued that it was a good company and that it loved its employees like children, but in the end, we paid off, because Juan Garcia quit. And so did Gonzalez, Mendoza, Obregon, Ayala, and Ortez, the best stokers—men who could not be replaced.

Larry and I looked at each other. One of our duties was to engage workers for the handy gangs. Any man was accepted who could walk up and ask for a job without falling down. Never before had we been called upon to hire such skilled virtuosos as stokers for handy-gang work, but we were called upon to hire them now.

The following day, there in a stolid, patient line were skilled men—Garcia, Mendoza, and others—waiting to be hired. We hired them, of course. There was nothing else to do. Every day we had a line of resigning stokers, and another line of stokers seeking work. Our paperwork became very complicated.

The procession of forms showing Juan Garcia’s resigning and being hired over and over again was too much for the Main Office. Our phone rang early and often. Tolerantly and patiently we explained: “There’s nothing we can do if a man wants to quit, and if there are stokers available when the plant needs stokers, we hire them.”

Out of chaos, Downtown issued another order. The order read: “Hereafter, no employee who resigns may be rehired within a period of 30 days.”

Juan Garcia was due for another resignation, and when he came in we showed him the order and explained that standing in line the next day would do him no good if he resigned today.

“Thirty days is a long time, Juan.” It was a grave matter, and he took time to reflect on it. So did Gonzalez, Mendoza, Ayala, and Ortez. Ultimately, however, they were all back—and all resigned.

We did our best to dissuade them, and we were sad about the parting. In the morning, however, they were all back in line. With the utmost gravity, Juan Garcia informed me that he was a stoker looking for a job.

“No dice, Juan,” I said. “Come back in thirty days. I warned you.”

His eyes looked straight into mine without a flicker. “There is some mistake, Señor,” he said. “I am Manuel Hernandez. I worked as the stoker in Pueblo, in Santa Fe, in many places.”

I stared back at him, remembering the sick wife and the babies without medicine, the mother-in-law in the hospital, the many resignations and the rehirings. I knew that there was a gas plant in Pueblo, and that there wasn’t any in Santa Fe; but who was I to argue with a man about his own name? A stoker is a stoker.

So I hired him. I hired Gonzalez, too, who swore that his name was Carrera, and Ayala, who had shamelessly become Smith. Three days later the resigning started. Within a week, our payroll read like a history of Latin America. Everyone was on it: Lopez and Obregon, Villa, Diaz, Batista, Gomez, and even San Martin and Bolivar.

Finally, Larry and I, growing weary of staring at familiar faces and writing unfamiliar names, went to the Superintendent and told him the whole story. He tried not to smile and said, “Damned nonsense!”

The next day, the orders were taken down. We called our most prominent stokers into the office and pointed to the board.

“No rules anymore. The next time we hire you, hombres,” Larry said grimly, “come in under the names you like best, because that’s the way you are going to stay on the books.”

They looked at us, and they looked at the board. Then, for the first time in the long duel, their teeth flashed white.

“Si, Señores,” they said.

And so it was.

*****

ADAPTABILITY SKILLS

Thinking about Soft Skills:

1.     What is adaptability? How is adaptability a survival skill in an organization?
Adaptability is the ability to adjust to new situations, changes, and challenges. It is a survival skill because it helps employees stay productive and relevant in a dynamic work environment.

 

2.     Who needs this skill (adaptability) most in an organization?
Everyone in an organization needs adaptability, but leaders and employees working in fast-changing roles or industries need it the most. It helps them handle unexpected challenges and seize new opportunities.

 

3.     How is knowledge of human relations an important dimension of adaptability?
Knowledge of human relations helps in understanding others' emotions, behaviors, and needs. This understanding makes it easier to adjust to team dynamics, resolve conflicts, and collaborate effectively.

 

4.     How do you maintain your self-respect and yet adjust with others?
Maintain self-respect by being confident, clear about your values, and respectful towards others. Listen actively, compromise when needed, and communicate your needs assertively without disrespecting others.

 

Soft skills in the workplace:

1.     Why do some employees change jobs frequently, while others work loyally for their companies for many years?

Some change jobs for better pay or new challenges. Others stay loyal for stability and strong relationships.

2.     What are some important areas you will look into before you decide whether a company is suitable for you or not?

I’d look at the company culture, work-life balance, and growth opportunities. I’d also check the job role, salary, and benefits.

3.     What are the essential features of good communication in an organisation?

Good communication is clear, open, and respectful. It includes sharing information, listening well, and giving feedback.

 

*****

Discuss advantages and disadvantages of changing jobs frequently. Support your views with examples of people you know who have changed jobs very often. (B.A. SEM-II, AEC -ENGLISH, FEBRUARY-MARCH 2024, VNSGU, Surat)

Case Study: Advantages and Disadvantages of Changing Jobs Frequently

Changing jobs often has both good and bad sides. On the positive side, it helps people learn new skills and gain experience in different fields. It also gives chances for better pay and promotions. For example, Riya changed jobs every year and quickly climbed the career ladder. She also gained a variety of knowledge and improved her confidence.

However, frequent job changes have disadvantages too. It can create instability in life. Employers may think the person is not loyal or dependable. Rahul, who changed jobs too often, found it hard to build strong professional relationships. He also missed opportunities to grow in one place and become an expert.

Switching jobs too much can also make people tired and stressed. While job-hopping can offer quick benefits, it is not always good for long-term career growth. A balance between stability and growth is important for a successful career.

 

*****

Multiple-choice questions based on the story Señor Payroll by William E. Barrett:

1. What was the role of the narrator in the gas plant?

a) Stoker
b) Senior Engineer
c) Junior Engineer
d) Foreman

2. How were the Mexican laborers at the plant referred to by the Junior Engineers?

a) Señor Engineer
b) Señor Payroll
c) Señor Manager
d) Señor Stoker

3. What did the stokers at the plant primarily do?

a) Clean the plant
b) Scoop and throw coal
c) Build machines
d) Repair equipment

4. How often were the employees paid?

a) Weekly
b) Bi-weekly
c) Monthly
d) Yearly

5. The company used to pay its workers twice a month, _________.

a) On the 6th and on the 16th
b) On the 8th and on the 19th
c) On the 15th and on the 28th
d) On the 5th and on the 20th

6. What was considered absurd by the Mexican workers about the payment system?

a) They wanted to be paid daily
b) They thought the amount was too low
c) They didn't understand the rules
d) They wanted more time off

7. What was the new rule introduced about advances against wages?

a) Advances were allowed every day
b) Advances could only be made in genuine emergencies
c) No advances were allowed at all
d) Advances could be requested once a month

8. What did Juan Garcia ask for when he came in?

a) A raise
b) An advance
c) A day off
d) A transfer

9. What did the workers do after Juan Garcia explained the new rule to them?

a) They accepted it without question
b) They protested
c) They spread the word about the new rule
d) They quit immediately

10. What was the reason given by the workers for needing advances on their wages?

a) To buy new clothes
b) For medical emergencies
c) To pay off debts
d) To support their families

11. Why did the company introduce the new rule about paying employees only on the fifth and twentieth?

a) To reduce paperwork
b) To make payments more predictable
c) To avoid too many advances
d) To punish employees

12. What did Juan Garcia do after the new rule was explained to him?

a) He agreed to wait until payday
b) He asked for a transfer
c) He resigned from the company
d) He threatened to sue the company

13. What did the company do after the stokers resigned?

a) They hired new workers immediately
b) They tried to stop the resignations
c) They hired the same workers again
d) They shut down the plant

14. What did the Main Office do after hearing about the situation?

a) They rewarded the employees
b) They issued a new order
c) They ignored the situation
d) They supported the workers

15. What was the new rule issued by the Main Office?

a) Employees could resign and be rehired immediately
b) No employee could be rehired within 30 days of resignation
c) Resignations were not allowed
d) Employees were given a raise

16. What did Juan Garcia claim when he came back to reapply for the job?

a) He was an old employee
b) He had been wronged
c) He had changed his name
d) He worked at a different company

17. How did Juan Garcia disguise his identity to get rehired?

a) He used a false name
b) He wore a disguise
c) He changed his appearance
d) He showed false documents

18. What was the reaction of the narrator when he realized Juan Garcia had returned under a new name?

a) He laughed
b) He was confused but hired him
c) He argued with him
d) He immediately called security

19. What did the workers do after the new rule was introduced by the Main Office?

a) They stopped working
b) They continued to resign and reapply
c) They accepted the new rule without protest
d) They filed a lawsuit

20. Why was it difficult for the Main Office to handle the situation?

a) They were not interested in the workers' problems
b) They were overwhelmed by the paperwork
c) They had no power over the employees
d) They agreed with the workers

21. What did the narrator feel about the situation with the workers?

a) He felt proud
b) He was indifferent
c) He felt ashamed
d) He was angry at the workers

22. Why did the stokers resign and then reapply repeatedly?

a) They were unhappy with their jobs
b) They wanted higher pay
c) They had no other work options
d) To bypass the new wage rule

23. What did the narrator and Larry suspect about the situation?

a) That it would eventually lead to chaos
b) That the workers were trying to get extra money
c) That the company would fire the workers
d) That the workers were loyal

24. What was the final result of the conflict between the workers and the company?

a) The workers left for good
b) The company won and the workers agreed to the rules
c) The workers continued to resign and reapply
d) The company closed the plant

25. How did the narrator and Larry feel about the outcome of the situation?

a) They felt relieved
b) They were disappointed
c) They were happy the workers returned
d) They were proud of their actions

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Answer Key:

1. c) Junior Engineer
2. b) Señor Payroll
3. b) Scoop and throw coal
4. b) Bi-weekly
5. d) On the 5th and on the 20th
6. a) They wanted to be paid daily
7. b) Advances could only be made in genuine emergencies
8. b) An advance
9. c) They spread the word about the new rule
10. b) For medical emergencies
11. c) To avoid too many advances
12. c) He resigned from the company
13. c) They hired the same workers again
14. b) They issued a new order
15. b) No employee could be rehired within 30 days of resignation
16. c) He had changed his name
17. a) He used a false name
18. b) He was confused but hired him
19. b) They continued to resign and reapply
20. b) They were overwhelmed by the paperwork
21. c) He felt ashamed
22. d) To bypass the new wage rule
23. a) That it would eventually lead to chaos
24. c) The workers continued to resign and reapply
25. b) They were disappointed