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…numerous studies have been performed that link the satisfaction of purchasing behavior of customers to the attitudes and performance of employees.

…attitudes toward pay and pay increases have major consequences for pay-for-performance systems.

…the pay-for-performance systems in place are not particularly credible for quite large numbers of workers.

Gainsharing ties the bonuses of a group of employees to their ability to improve performance – the performance that they largely control – over the past year.

…giving trained workers latitude in the way they do their jobs has a major positive impact on their performance.

People want to feel good about what they do and for whom they do it, and, assuming equity needs are reasonably satisfied, pride a major driver of performance and commitment.

Ironically, seeing employees strictly in economic terms is a long-term economic disadvantage for a company because it loses out on the extra performance that people who are enthusiastic about a purpose will give.

…the most severe impediments to performance are seen to originate [in middle-organization issues]…

…most people would prefer to operate with considerable autonomy, ignore the paperwork, and be able to rely on the cooperation of other units to effectively perform their job. That’s not news.

A great deal of research evidence demonstrates the superiority of participative management for performance.