David Coppedge’s Employee Contribution Assessment and Planning reveals quite a lot about JPL’s action which lead to his removal in January 2011. From my own person experience on this matter, a company generally follows a particular pattern when they want to get rid of someone from a position or the job itself.
Here are some real-life examples that vary in nature but have the same results…
Let’s start with worker A, who had been getting the maximum amount of payouts on bonuses for a number of years despite the fact, he was known to work only 3 hours while the rest of the time he milked the clock. Then one day, his boss was called into a meeting and upper management told her she would need documentation for further maximum payouts of bonuses.
Next, upper management decided to change worker A bonus by 2 percent which was a significant amount of money. Worker A was furious, he complained to his boss and had some harsh things to say about upper management. In the past, this tactic worked, but not this time. This is when things changed for him. They extended his responsibilities and required him to do more training. He began to get very bad reviews, and then they put him on probation. Knowing his time with the company was coming to an end, he quit.
Worker B, he moved to another state in order to start a new life, and leave behind a very shady past that had many rewards such as owning his own airplane but he came close to death a few times. He started at the bottom, the company loved him and he loved the company! It was a match made in heaven at first. He worked hard, the company made him the standard on how his job was to be done by others and it still is even to this day.
Years later, he got his first promotion! For the first time in his life, he was making good money the legit way and he couldn’t have been more excited on what was happening with his life. He married his girlfriend which started a new chapter in his life. He worked under worker A, but never got the bonuses like he did even though he worked more. He got his second promotion after years of hard work. He was completely overjoyed and thankful. But after that, things began to change him too, unlike worker A, there was no drama with management with him. However, management began to change their behavior towards him. For years, he got rave reviews for his work performance during his promotion and before that time as well then upper management started changing his reviews, crossing out things his boss had written positive in his review.
Speaking of his boss, management was riding him intensely too, he felt his days were coming to an end with the company and hated the way he had to treat the workers. Eventually his boss was fired. Then one day upper management told worker B, that further training was required of him if he wanted to keep his job and then expanding his job duties like for no other who held that same position while demoting him. He could do no right, even though he performed well according to others who were more experienced than he was and accomplished more than any other in that same position. His job reviews continued to be negative towards him despite the fact he was trying to work as hard as he could unlike worker A, he didn’t want to quit. One day it finally happened, they walked him out the door, the company claimed it was because of the economic downturn. Sound similar?
Worker C, he also very good with his job, often times complained about the other shift undermining his fixes, he continued to turn out good work. Unlike the previous two workers, there was no behavioral change by management, no drama whatsoever! They just walked him out due to the economic downturn.
Obviously, the company had it in for workers A and B for various reasons, it reminds me of how Dave Coppedge was treated! JPL acted in a similar fashion when management no longer wanted him around because he wasn’t hiding his views on intelligent design while others didn’t have to ask him permission when they wanted to mock his viewpoint. Change the reviews, make it look like you can’t do anything right, emphasis errors and get rid of you. That’s exactly what JPL did and it’s a pattern in which I have observed first hand in company operations. But unlike workers A and B, Dave Coppedge took JPL to trial and the outlook looks great!