Great Workplaces Start with Great People Practices

Before this week, I had a pretty vague idea of what unions actually do. After going through the lectures and doing some research, I now see both the positives and the downsides a lot more clearly. Labor unions advocate for fair pay, better benefits, and safer working conditions. According to the Bureau of Labor Statistics, union members earn roughly 14% more than non-union workers in similar roles. And the lectures emphasized how unions protect employees from unfair treatment and give them a collective voice when dealing with management. That’s powerful.

But there are downsides too. Some critics argue that unions can protect underperforming workers and limit flexibility in the workplace. I also read that in right-to-work states, unions struggle more because they can’t require employees to pay dues even if those employees still benefit from union efforts (Kasperkevic, 2017). Employers worry about the added costs and lack of control over scheduling and raises, which I can understand.

I also talked to a friend who used to work for the United Food and Commercial Workers Union. She said the union helped her push back against unfair scheduling, but it also sometimes created tension between workers and supervisors.

Honestly, I’d consider joining a union if I worked in an environment where I felt unsafe, underpaid, or ignored. Right now, I’ve been lucky to have good managers but if that ever changed, I’d want that protection. The biggest takeaway for me is that unions can be extremely useful, but their effectiveness depends on how they’re run and the specific workplace culture.

Sources:

• Bureau of Labor Statistics. (2024). Union Members Summary. www.bls.gov
• Kasperkevic, J. (2017). Why unions are so worried about right-to-work laws. Marketplace. www.marketplace.org

After taking the Life Stress Inventory, the Coping and Stress Management Skills Test, and the Type A Personality Survey, I’ve gotten a better picture of how I respond to stress and what that means for my future in the workplace. One result that stood out was my impatience/irritability score of 28, which is relatively low. While I tend to be warm and tolerant in most situations, I can occasionally feel overwhelmed and react with frustration when things aren’t going as planned. Thankfully, this doesn’t happen often, and I’ve learned that I value relationships and trust others, which helps keep things in balance.

This insight is important because unmanaged stress especially chronic impatience or hostility can harm both relationships and physical health. I didn’t realize how closely connected these behaviors are to heart disease risk until reading about the Type A Behavior Pattern (TABP). It’s not just about being driven or competitive it’s the irritability and lack of emotional regulation that can take a toll.

As I move forward in my career, I know that managing stress won’t just help me perform better it’ll also protect my health. I plan to prioritize regular exercise, take short breaks throughout the workday, and keep up with hobbies that help me recharge. I also want to be intentional about setting boundaries with my time and energy, especially as responsibilities grow.

On a broader scale, organizations are starting to recognize the impact stress has on employees. Many are introducing wellness programs that include things like mental health days, mindfulness workshops, or access to therapy and coaching. Some companies are even redesigning their workspaces or adjusting workloads to help reduce burnout. These changes show that it’s not just on the individual to manage stress companies have a role to play too.

Knowing where I stand now helps me plan ahead. Managing stress isn’t about being perfect it’s about knowing your triggers, building routines that keep you grounded, and working in environments that support your well-being.

When I was deciding between two internship offers, one from Enterprise and another from a small local company in my hometown of Bend, Oregon, I ended up choosing Enterprise. On paper, both roles were similar, each offered hands-on experience, development opportunities, and chances to grow professionally. But the key difference was compensation. Enterprise offered a significantly higher hourly wage, and for me, that tipped the scale.

Looking back, compensation was more than just a paycheck. It was a signal that the company valued the work I’d be doing. According to First, Break All the Rules, pay isn’t just a number, it’s an emotional measure of value. In my case, the higher wage made me feel like the role would be more impactful and that the company was more invested in its interns’ performance and contributions.

The book also explains how great managers try to redirect employee ambition by attaching meaning and respect to every role, not just promotions. But when that structure isn’t in place like in many internships, the clearest indicator of value becomes pay. That’s exactly what happened for me. While the local company may have offered a more relaxed environment and even more personal attention, the compensation structure at Enterprise sent a stronger message about career potential, seriousness, and expectations.

It wasn’t just the money, it was what the money represented. It made me feel like the work I’d be doing mattered, and that was the kind of motivation I needed to say yes.

I looked into what makes companies like Hilton, Workday, Salesforce, and Stryker such great places to work. All of them show how important good HR (Human Resources) practices are and how the way you treat people can really shape a company’s success.

Hilton stands out with 96% of employees saying it’s a great place to work. They focus on creating a welcoming, inclusive environment, and they’ve earned top spots on lists for working parents and women. Their HR team clearly values making people feel like they belong and giving them great benefits and growth opportunities.

Workday also impressed me. They use data to figure out what employees need, and 93% of their team says it’s a great place to work. Their people-first culture, flexibility, and clear values show how HR can guide decision-making with facts not just gut feelings.

Salesforce is known for purpose and passion. They give employees freedom, trust, and the chance to do meaningful work. While their score is a bit lower at 82%, their focus on giving back and promoting equality makes them stand out. It reminds me that a strong company culture goes beyond perks — it’s about values.

Then there’s Stryker, where 91% of people say they love their jobs. They’re mission-driven and give employees a lot of responsibility and room to grow. Their success shows that when people feel challenged and supported, they thrive.

Thinking about these companies makes me excited to be a manager someday. I want to lead with empathy, build trust, and help people grow. The hardest part will probably be balancing what the business needs with what people need but if these companies can do it, I know it’s possible.

Welcome to blogs.oregonstate.edu. This is your first post. Edit or delete it, then start blogging!