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The profound power of pay should be used to encourage, not discourage, teamwork…

…the impact of money on an employee’s sense of achievement is lost when participation is not accompanied by financial return.

The link is clear – do more to get more – and the system encourages, rather than discourages, improvement.

…the principles of effective management practice – such as not treating workers as fungible objects – are relevant for good times and bad equally.

Labor and management can disagree about money but still respect each other and work toward a settlement in a business-like way.

Indifference is a sin of omission – involving what management does not do – rather than a sin of commission, such as humiliation.

A situation largely devoid of positive feedback gives rise to a feeling that management doesn’t care whether an employee stays or leaves.

…any judgment about a firm’s principles must be based on its behavior in relation to all its key constituencies.

Workers are especially appreciative of a management that sees doing well and good as not only compatible, but mutually reinforcing…

Purposes and principles are much more likely to be translated into practice if… top management [has] not only a long-term business view but [is] also as passionate about products and people as they are about profits.