Fast Food Nation

Chapter 3 of Fast Food Nation, by Eric Schlosser, is entitled “Behind the Counter” and addresses how large fast-food corporations deal with their workers- most of whom are either teenagers, handicapped, or otherwise simply don’t need a job that pays a living wage. Schlosser discusses the interchangeability of each worker and how the corporations work towards a “zero training” program. Millions of dollars are poured into research each year, he claims, that try to figure out how to eliminate the training of a worker. This isn’t done for out of generosity or concern for the worker, or to help them become a better employee, but instead, so they can squeeze as much money out of them as possible. Employers receive “training wages” from the federal government, about $2400, for each new employee that they train. Restaurants work with a skeletal staff that performs mind-numbing tasks for barely minimum wage, and turns around and tells their employees that they enjoy doing it.

All this, of course, got me to thinking, “Why do I think, then, that I am unique to the Gap?” All of the things that I do each day- ringing up customers, helping them pick out clothing, folding jeans and panties- anyone can do it. Any loser that they pick up off the street that is willing to tolerate poor wages and worse hours is perfectly capable of hitting buttons and stacking clothes. Why do I feel like somehow I am special, unique and so necessary to Gap, Inc.?

Gap, of course, probably also pours millions of dollars into research to find out how they can make me feel unique. They probably send general managers in for “personnel training” to teach them how to manage each employee so that Gap actually seems like they care. Each packet that they give us reminds us just how much Gap loves their employees. I remember during training, we got this big newspaper sheet, decorated with pictures and captions, that gave eight scenarios in which Gap employees might need special care and understanding. There was the single mother whose child became sick, the man whose father died suddenly, the kid that joined the National Guard and was called up, and other such instances. And each one, we were assured, were granted special leave because Gap cared about their employees so much. Although they employee thousands of workers across the globe, each employee is so special to the Gap Inc corporation.

A few months ago, we took a “personnel quiz” that checked up to see if our needs as employees were met. Perhaps not surprisingly, the categories that my Gap store suffered the worst were wages, hours and “advancement opportunities.” The results, perhaps, are most poignant- even as hourly workers, we crave challenges and opportunities. Why are we willing to suffer the indignities and poverty associated with part-time wages at a retail store? Is it the awesome discount? Is the possibility of challenges and responsibility dangled in front of us like a carrot, even though we all know that ultimately we’re completely interchangeable with the next monkey that walks in the front door?