Company started mandatory "coffee fund" that takes $10/month from paychecks but manager picks who gets to use it?
So this is kinda weird and Im not sure if its even legal. My company (about 35 people) started this new thing where they automatically deduct $10 from everyones paycheck for a "team coffee and snacks fund" that goes into buying stuff for the break room. They said it was to build better team culture or whatever.
Heres the problem tho. Our manager decides what gets bought and when people can take stuff home. Like recently someone brought in their own protein bars and she said they couldnt put them in the shared cabinet because "we need to use the fund items first." And get this, she took home like several bags of the expensive Starbucks coffee we bought for a party she was hosting. When someone asked about it she said as the fund manager she gets first dibs on excess.
Look I have some money saved aside so its not really about the $10 itself, its more about how we're being treated with this whole thing. The money adds up quick since were a decent sized team. A few of us want to opt out but HR said its "mandatory for team participation" and if we opt out we cant use the break room anymore?
Is this normal? Can they really force us to pay into something and then have one person control it like this? It feels super sketchy but maybe Im overreacting.
Jobadvisor
You are definitely not overreacting. What you’re describing isn't just "weird culture"—it sounds like a textbook case of an illegal wage deduction and potential wage theft (on the manager's part).
In most jurisdictions (especially in the U.S. under the FLSA), employers have very strict rules about what they can take from your paycheck.
Why This is Likely Illegal
Non-Consensual Deductions: In many states, an employer cannot deduct money from your paycheck for anything that is for the "benefit of the employer" or a general office expense unless you have signed a specific, voluntary written agreement. A "mandatory" fund for office snacks usually doesn't qualify.
The "Minimum Wage" Rule: If that $10 deduction brings anyone’s take-home pay below the federal or state minimum wage for that pay period, it is a direct violation of federal law.
Manager Misappropriation: The manager taking the coffee home for a personal party is, quite simply, theft. If the employees paid for it, that property belongs to the collective group (or the company), not the manager's personal pantry.
Restricting Personal Property: Telling an employee they cannot store their own food (the protein bars) because of the "fund" is an overreach of authority and creates a hostile or controlling work environment.
Red Flags & Power Dynamics
| Situation | Why it's a Red Flag |
| Mandatory Opt-in | True "social funds" must be voluntary. HR’s threat to bar you from the break room is a form of coercion. |
| Managerial "Dibs" | Being a "fund manager" does not grant ownership. This is a breach of fiduciary duty to the employees. |
| The Math | 35 people × $10 = $350/month. That is a lot of coffee and snacks. If the break room isn't overflowing with premium goods, where is the rest of that $4,200 a year going? |
How to Handle This
Request the Policy in Writing: Ask HR for the written policy regarding the "Coffee Fund," specifically where it states it is mandatory and what the "opt-out" penalties are.
Ask for Transparency: Since it is your money, you and your coworkers have every right to ask for an itemized receipt of the fund's spending each month.
Check Local Labor Laws: Look up your state’s Department of Labor website regarding "authorized payroll deductions." Most states require a signature for anything that isn't taxes, insurance, or union dues.
Strength in Numbers: If 20 out of 35 people go to HR together and say, "We no longer authorize this deduction," it becomes much harder for them to threaten you with "break room bans."
A Note on "Culture"
Real "team culture" is built on trust and mutual respect, not forced tithes. Using employee wages to subsidize a manager's home espresso habit is the opposite of culture—it's exploitation.
Wrong Termination after union worries
I have been working for a logistics company for two years. Unfortunately, I began experiencing multiple injuries occurring at the job site, and drivers were being held responsible. As a result, I started strictly enforcing safety standards.
After this, some of the employees I hired voiced concerns among themselves. 3 of them came from a previous unionized workplace and began discussing the possibility of holding a vote to unionize at this location. Because most of my team respected and trusted me, I heard about these discussions from multiple members of my team.
I then made a decision that I now deeply regret. I followed company protocol and informed my senior leadership. I explained that since I had hired one employee who referred two others, there was a possibility they could gather enough votes to unionize if they chose to do so.
Immediately after relaying this information, my entire account began to be audited. This included my billing, write-ups, and safety plans. I provided explanations for my decisions, detailed my action plans to reduce injuries, and outlined steps to reduce the likelihood of union activity. Despite this, only a few days after raising my concerns, I was terminated instantly for “sleeping on the job.”
The incident in question occurred during a Microsoft Teams meeting that was being recorded and included approximately 50 participants. I was one of only a few people who had their camera turned on, as instructed. The meeting lasted about an hour. I answered questions when called upon and left immediately after the meeting concluded. During a brief moment, I had my head down for a few minutes while texting my employees, which is part of my job responsibilities.
Despite this, I was terminated without any prior disciplinary history. I have never received a write-up, warning, performance improvement plan, or even a consultation for any performance-related issue. I showed the video evidence demonstrating that I was using my phone and placing it back on the charger—not sleeping—but I was still terminated immediately this morning.
I am not sure if I am venting or seeking help. My main question is whether there is any way to prove this to my employer and potentially have them reconsider their decision and allow me to return to work, or if my only remaining option is legal action. I have the video of the meeting, and I believe it speaks for itself. However, I assume HR reviewed the same video prior to approving my termination, which leaves me confused as to how this decision was made.
I understand that I may be biased, but I am asking honestly.
Jobadvisor
I will respond directly and candidly, based on U.S. employment law principles. If you are outside the U.S., the analysis changes materially.
1. The core issue is not whether you were “sleeping”
While the stated reason for termination is “sleeping on the job,” that is very likely pretext, not the real issue. In employment disputes, the stated reason does not need to be accurate; it needs only to be plausible unless it can be shown to mask an unlawful motive.
The timing you describe is critical:
You reported potential union activity
Your account was immediately audited
You were terminated days later
You had no prior discipline
The alleged misconduct is minor, ambiguous, and inconsistently enforced
That sequence is exactly what employment lawyers and regulators look for when assessing retaliation or interference with protected activity.
2. Union-related activity is legally protected
Under the National Labor Relations Act (NLRA):
Employees have the right to discuss, organize, and vote on unionization
Employers may not retaliate against employees or supervisors for conduct related to union activity
Employers may not terminate someone as a deterrent to organizing
Importantly:
Even though you are a manager, your termination because of union-related concerns can still be unlawful if the real motive was to suppress organizing
Employers often use minor or manufactured policy violations to justify an otherwise unlawful termination
This is a well-established pattern in labor law.
3. Can you “prove it” to HR and get your job back?
Realistically: unlikely.
Here is why:
HR already approved the termination
They likely know the “sleeping” explanation is weak
Reversing the decision would require admitting risk or wrongdoing
Large employers almost never reinstate after a termination unless forced
HR’s role is to protect the company, not to reassess fairness after the fact.
You can request reconsideration, but you should assume it will be denied.
4. What evidence actually matters
Your video is helpful, but it is not decisive on its own.
What matters more is circumstantial evidence, including:
Timing between union discussions and termination
Sudden audits after you raised concerns
Lack of progressive discipline
Inconsistent enforcement (others off-camera, others multitasking)
Your documented safety and performance record
Any written communication referencing union activity or “risk”
Courts and labor boards care far more about motive and pattern than about whether your head was down for three minutes.
5. Your strongest immediate option: the NLRB
You should strongly consider filing an Unfair Labor Practice (ULP) charge with the National Labor Relations Board.
Key points:
Filing is free
You do not need a lawyer to file
The NLRB investigates independently
Deadlines are strict (generally 6 months from the incident)
Potential remedies include:
Reinstatement
Back pay
Removal of the termination from your record
Posting notices acknowledging violations
This route is often faster and more effective than civil litigation.
6. Private legal action
Separately or in parallel, you should consult an employment attorney experienced in labor law. Many offer free consultations.
A lawyer will assess:
Retaliation
Wrongful termination
Whistleblower protections (depending on your safety enforcement role)
Whether management’s response violated NLRA “interference” provisions
If the employer is large and risk-averse, even a demand letter can prompt settlement discussions.
7. What you should do now (practical steps)
Preserve all evidence
Meeting video
Emails, texts, audit notices
Performance reviews
Safety reports
Termination documentation
Write a factual timeline
Dates, names, actions, and statements
Avoid emotion; stick to facts
Do not argue further with HR
Anything you say can be used defensively against you
File with the NLRB promptly
Consult an employment attorney
8. Candid assessment
Based on what you described:
Your termination appears highly suspicious
The stated reason is weak
The timing is problematic for the employer
Your case is not frivolous or marginal
However:
Employers rarely reverse course voluntarily
Your leverage comes from external review, not internal appeals
What quietly helped me stop feeling stuck this year
Over the past year I realised that motivation wasn’t the problem for me. I was waiting to feel ready before taking action, and that kept me stuck longer than I want to admit.
What helped was building structure into my days and focusing on developing useful skills instead of chasing motivation. Progress felt slow at first, sometimes boring, but it was consistent.
I’ve noticed that the people who make steady progress long-term don’t rely on motivation — they rely on systems, habits, and environments that keep them accountable even when energy is low.
Curious how others here think about structure versus motivation when it comes to long-term improvement.
Jobadvisor
It sounds like you’ve hit on a profound realization that many people spend years trying to uncover: Motivation is a feeling, but systems are a strategy.
Waiting to "feel like it" treats productivity as an emotional state rather than a professional or personal commitment. By shifting your focus to structure and skill-building, you've essentially automated your progress so it doesn't require a daily vote from your energy levels.
Here is a breakdown of why that shift from motivation to systems is so effective for long-term growth.
Why Systems Outperform Motivation
| Feature | Motivation-Driven | System-Driven |
| Source | External/Emotional sparks | Daily habits and environment |
| Reliability | Low (fades with stress or fatigue) | High (operates on "autopilot") |
| Decision Fatigue | High (must decide to start every day) | Low (the schedule is already set) |
| Progress | Erratic bursts | Slow, compound growth |
The "Boredom" Threshold
You mentioned that progress felt "sometimes boring." This is actually a sign of a high-functioning system. In the world of high performance, this is often called "the ability to endure the monotony of success." When you stop looking for the "high" of a new idea and start looking for the satisfaction of a completed routine, you’ve reached a level of maturity that leads to real mastery.
How Structure Creates Freedom
It’s a bit of a paradox, but the more structure you have:
The less mental energy you waste: You don't have to negotiate with yourself at 8:00 AM.
The more "guilt-free" your rest becomes: When you have a system, you know exactly when the work is done.
The easier it is to pivot: If a skill isn't working, you can swap it out within the same structure.
Questions to Consider for Your Growth
As you continue refining your approach, you might find it helpful to look at these three areas:
Environment Design: How can you change your physical space so that your "boring" habits require the least amount of friction possible?
The "Minimum Viable Day": On your worst days (low energy, high stress), what is the absolute smallest version of your routine you can do to keep the streak alive?
Skill Stacking: Now that you're focusing on skills, which ones complement each other to make your progress exponential rather than linear?
I bachelors degree in economics, what entry level jobs can I apply for?
Hello everyone, I have a bachelors degree in economics for a california state university. I have 3 years of experience as an accountant. What jobs can I apply for and is the job market bad for econ graduates? I am located in southern california and have had a hard time finding a job related to my degree and field
Jobadvisor
It is completely understandable that you’re feeling frustrated. Southern California is a competitive hub, and 2025 has been a "hold-steady" year for the California labor market.
However, you have a major advantage: 3 years of accounting experience combined with an Economics degree. In the current market, "pure" economics roles (like Economist) often require a Master’s or PhD, but your accounting background makes you a prime candidate for high-demand Analytical roles that bridge the gap between "tracking money" and "forecasting the future."
Here are the specific entry-to-mid-level roles you should target, along with a strategy to break through the noise.
1. High-Value Job Titles to Target
Since you have 3 years of experience, you aren't just "entry-level." You are "early career," which qualifies you for many "Analyst" positions that pay significantly more than standard staff accounting.
Financial Analyst / FP&A Analyst: These roles focus on budgeting, forecasting, and variance analysis. Your accounting experience proves you understand the "past" data, and your Econ degree proves you can model the "future."
Pricing Analyst: Common in Southern California’s logistics and retail sectors. You’ll use economic principles (supply/demand) to help companies set prices.
Revenue Management Analyst: Very common in the hospitality and travel industries (major in SoCal).
Budget Analyst: Excellent for government roles (City of LA, County of San Diego, State of CA). Government hiring has remained a "bright spot" in 2025.
Credit Analyst: Working for banks or fintech companies to assess the risk of lending.
Operations Analyst: Using data to improve company efficiency—a natural fit for the analytical mindset of an Econ major.
2. Is the Market "Bad" for Econ Grads?
The market is currently skill-centric rather than degree-centric.
The Challenge: Traditional job boards (Indeed/LinkedIn) are flooded. Reports show that the average corporate role in 2025 receives over 250 applications, with only a 3% interview rate.
The Opportunity: 85% of employers are now using skills-based hiring. If your resume only lists "Accounting Tasks," you are being filtered out. You need to highlight Excel (Macros/VLOOKUP), SQL, or Tableau/PowerBI—these are the "languages" of modern economics and finance roles.
3. Tactical Strategy for Southern California
Target the "Growth" Sectors: While tech is slow, Healthcare, Government, and Infrastructure are hiring in SoCal. Look at companies like Kaiser Permanente, Cedars-Sinai, or utility companies like Southern California Edison.
The "CSU" Advantage: Reach out to your CSU Alumni association. CSU Fullerton, CSUN, and SDSU have massive networks in the local business community. A referral from an alum is often 10x more effective than a cold application.
Resume Pivot: Shift your resume from "I recorded transactions" to "I analyzed financial data to identify $X in savings/growth." Econ-related roles want to see impact and analysis, not just data entry.
A Table of Potential Employers in SoCal
| Industry | Companies to Watch |
| Entertainment/Media | Disney, Netflix (Hollywood/Burbank), Warner Bros. |
| Aerospace & Defense | Northrop Grumman, SpaceX, Raytheon (El Segundo/Long Beach) |
| Finance/Investment | Capital Group, PIMCO (Irvine/Newport Beach) |
| Logistics | Port of Los Angeles, Amazon (Inland Empire hubs) |