 |
…based on false assumptions… [it] becomes a self-fulfilling prophecy: management that expects the worst from people typically gets it.
|
36 |
 |
…in management practice, little is foreordained. Much can be done if there is a will to do it.
|
38 |
 |
Pride comes from both the employee’s own perceptions of accomplishment and from the recognition received from others.
|
39 |
 |
Perversely, many managers appear to… do their best to demotivate employees!
|
39 |
 |
A great company for employees is one that largely meets all of their needs for equity, achievement, and camaraderie.
|
52 |
 |
…the essentials of human motivation have changed very little over time. If significant change is observed, it is not that workers’ goals have changed, but that management is acting differently…
|
64 |
 |
Without question, investments in the ‘[FORBES] 100 Best Companies to Work For’ have greatly outperformed the S&P 500.
|
82 |
 |
…management that encourages teamwork achieves higher performance because… teamwork elevates the ‘spirit’ – the motivation, the enthusiasm – of employees.
|
88 |
 |
The treatment employees give customers… largely depends on how an organization treats and manages its employees.
|
91 |
 |
The power of pay is further amplified by the fact that, in and of itself, it is a satisfier of both the equity and achievement needs.
|
121 |
