Understanding the Law of Kamma and Promotion Criteria : หน้า 131/207
The Warm Hearted Family : หน้า 131/207 Explores the Law of Kamma's application in life, questioning its effectiveness and guidelines for promotions amid workplace jealousy.
This text discusses the Law of Kamma, illustrating how good deeds may not yield immediate positive outcomes and how bad actions can seem rewarded, causing doubt in moral principles. It emphasizes that all actions find eventual consequences, whether in this life or the next. To address workplace promotion conflicts, clear criteria are established: employees must meet objectives and exhibit results. A banker, faced with discontent among subordinates over promotions, learns to communicate the rationale behind promotions, advising that performance should be assessed based on actual results achieved and alignment with goals. This approach helps foster understanding of fairness in professional settings.
in the past. So when we perform good deeds, sometimes we
are suddenly hit with the bad outcome. By the same token,
sometimes we see somebody doing something bad, but they
are hit with windfall. It looks like bad deed is being
rewarded. Since the outcomes are not instantaneous, some
people begin to doubt the effectiveness of the Law of Kamma.
This can really mislead anybody into thinking that good deeds
do not bring about good outcomes. They may go as far as to
abandon any good behavior.
But sooner or later, immoral actions will come to light
and get punished whether in this life or the next. The Law of
Kamma is universal.
Criteria for Promotion
The concept of having the right objective and exerting a
full effort while staying within bounds can be employed when
considering a promotion.
For example, a banker was sent anonymous hostile notes
by his subordinates. The reason behind this attack was that
the subordinates received different levels of promotion: some
received one step up, some two, and some three.
This is very human reaction. If none of them had received
any promotion there would not be any problem. Antagonism
and jealousy only arise when the rewards are different.
Therefore, there must be some clear-cut guidelines for this kind
of situation.
The banker asked for the senior monk's advice when he
was questioned by the board. The senior monk suggested that
he should explain himself as follows:
A particular person did not receive a promotion because
he missed the objective. He might have worked hard but
achieved nothing. The success of a company does not come
from hard work alone. Moreover, missing the objective of any
endeavor can bring about monetary loss to the company.
Another employee might have hit the nail on the head,
but he did not hammer the nail all the way down. This kind of
person did not do anything wrong, but he has nothing to show
for his performance. He might have moved forward an inch,
but he would brag that he had gone a yard. Therefore, if we
have this kind of person as a subordinate, we should be ready
to prove his actual accomplishments. It even happened to me
once before.
If a person has fulfilled all three requirements, he deserves
a two-leveled promotion.
For the one who has only stuck to the objective, but failed
to carry it through, he only deserves a single-leveled promotion.
The Warm Hearted Family
260
How Good Deeds Can Bring Good Outcomes
The Warm Hearted Family
261
How Good Deeds Can Bring Good Outcomes