He said that more than $500 million passed through the JFF, with an average $400,000 going to the parishes. “How is it that with more monies coming through the JFF that we are more in debt?” he asked. He said there must be change if the overall health and development of local football is to be realised. “Travelling around the Caribbean, I’ve realised that Jamaica is not respected no more. There needs to be a healing process. We have seen a steady decline in fortunes since 2009; Jamaica has gone from being a powerhouse to a lackey, in footballing terms. “I think that the JFF can support the parishes and not a person doing so,” Powell stated, in a veiled reference to Burrell’s near-blanket sponsorship of several parish leagues through his Captain’s Bakery enterprise. MORE IN DEBT WESTERN BUREAU: Having attained much success with Montego Bay United, businessman Orville Powell is now setting his sights on bigger goals. He desires to unseat Captain Horace Burrell as president of the Jamaica Football Federation (JFF). Speaking at a press conference at the Blue Beat Bar and Lounge in Montego Bay yesterday, Powell said the time has come for fresh ideas, stopping just short of calling the Burrell administration of the island’s football as shabby. “We are now at a place where I call it decision time; time to change the direction of the JFF. Without saying anything further, this is my decision, I will be making myself available for the presidency of the JFF,” Powell said. His challenge comes at a time when world football is facing a raft of changes in the aftermath of the bribery scandal that has hit the sport’s governing body, FIFA, and which has resulted in several arrests of top officials, including CONCACAF President Jeffrey Webb, and, more recently, the suspension of its president, Joseph ‘Sepp’ Blatter, among other leading players in the game. “The work, for me, begins now and I will be engaging all the parishes to have meaningful discussions. I believe the future is with us,” Powell said. “They are saying the same thing that I am saying. “This decision was a timely one. A couple months ago, I would have never thought I would be sitting here. I have always been urged to do so, but what impacted me was that game against Nicaragua at the National Stadium. I saw how far our football would have been impacted had we failed to move on,” outlined Powell. With the JFF elections due in December, Powell has a relatively short time to secure the number of delegates needed. A former Western Confederation chairman and a JFF director, Powell gave a long list of woes besetting the federation, including a whopping $200-million debt burden.
160Want local news?Sign up for the Localist and stay informed Something went wrong. Please try again.subscribeCongratulations! You’re all set! Jerry Hoskins likes his job, his colleagues and his paycheck. He has a sense of belonging and shares a mutual respect with his boss. Some might call it loyalty. “My philosophy is that people aren’t inclined to jump ship if they have something important to do,” said Hoskins, 51, operations manager at Kinemetrics Inc., a Pasadena-based company that manufactures seismographs. But others perceive Hoskins’ sentiment as a function of an economy that has employees across the country feeling thankful for their jobs. Turnover has slowed down at myriad companies and job growth isn’t nearly as robust as it was a decade ago. So it’s no wonder that employees aren’t as wooed by the prospect of a better job somewhere else. Even online help-wanted advertisements were down almost 5 percent in September when compared with the previous month, according to The Conference Board, a New York-based not-for-profit that tracks management and marketplace issues. The question is, why do workers feel more or less loyal to their employers? The short answer is that some workers genuinely enjoy their work environment. And while the paycheck isn’t as good as it could be, the employee is compelled to stick around because he or she feels comfortable. At the same time, “the data out there indicates consumers in general are feeling much more nervous,” said June Shelp, a labor economist with The Conference Board. “And because the jobs out there are not as plentiful, employees are not so quick to jump ship, even if they’re not happy.” Miriam Ruic, 20, started working for Adecco Employment Services in San Bernardino about a year and a half ago. Not only does she attempt to find jobs for workers who are disenchanted with their employers, she sees potential openings for herself. But Ruic said her loyalty is with Adecco. She likes the stability of her paycheck and doesn’t want the hassle of transitioning to a new job. “I looked around for six months before finding my current job. And I’m doing what I like, for the most part. I plan on staying for a while,” she said. That sentiment isn’t shared in the public sector. Mary E. Barton, who runs market research firm The Barton Group in Long Beach, said people in jobs that seem stable – such as positions in local government, education and emergency response networks – are feeling pressured by budget cuts. Barton acknowledges that economic conditions are certainly a factor when it comes to job loyalty, although many of the industries she works with are channeling a different kind of loyalty. “People in the oil industry seem happy right now because there’s a lot of work for them. But if you look at the public sector, people don’t seem as happy and … for them potentially being unemployed is not their idea of having a good time,” said Barton, who also noted that loyalty is only as robust as the economic pressures in a given sector. For example, Internet companies were the darlings of the late 1990s. Lucrative stock options and decent pay dangled in front of workers both young and old. But the economy began to shift by 2000, and the technology bubble burst. So did job loyalty at technology companies. That has since returned, according to Don Helfstein, senior director of marketing services at United Online in Woodland Hills. “We have gone through rough-and-tumble times. And we have recovered,” he said. “It’s been a rewarding experience.” Unlike a downtrodden economy inspiring more loyalty among workers, a revitalized technology sector has brought about more loyalty at United Online. At least, that’s what Helfstein said. Before joining United Online more than six years ago, Helfstein worked at several advertising agencies on the creative side. He’d keep a coat and tie hanging on the inside of his door should clients drop by for a visit. “It was a structured environment with a rigid dress code,” he said. And such an environment took its toll on Helfstein. He didn’t feel connected to agency life and eventually wound up at United Online. Fridays are now dress-down days. The company competitively rewards its employees and distributes gifts during the holidays. “United Online isn’t that humongous, either. And everybody has good opportunities to interact with each other,” Helfstein said. But the loyalty that Helfstein feels might actually stem from something less obvious. The fact that United Online had faith in Helfstein’s ability to represent the company in this story could yield even more loyalty. “There is often a different silver bullet when it comes to loyalty,” said Eric Olson, a senior vice president with Right Management Consultants in Pasadena. “Employees want the chance of being involved in different assignments that keep them stimulated.” That’s partially the reason why contractual work is beginning to generate the most loyal of workers. When a contract is struck between a worker and employer, the worker knows they will “gain a few more skills so when the work ends they’re better prepared for their next job,” Olson said. “But in the end, the number one reason why an employee leaves a company is usually an unsatisfactory relationship with their immediate supervisor.” In fact, Daniel Mitchell, professor of organizational behavior at UCLA’s Anderson School of Management, doesn’t believe that today’s work force is more loyal than it was a decade ago. Mitchell claims that employees are simply finding other jobs less stimulating. “And that would suggest people are holding on to their current jobs a lot longer,” Mitchell said. “Employees just aren’t excited about other prospects.” Evan Pondel, (818) 713-3662 firstname.lastname@example.org