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…a sense of accomplishment means completing something, doing a job from beginning to end so that a worker can see the fruits of her labor.

[Self-managing teams] are a complete and enriched set of responsibilities in which individual workers participate and from which, as a team, they obtain a sense of achievement and pride.

Without feedback, there can be only a limited sense of achievement and opportunity to improve performance.

…employees [need feedback], not just form the ‘numbers,’ but from a manager capable of interpreting the numbers and conveying their meaning.

People enjoy being praised… but it is a myth that they have no interest in learning what they don’t do well and what they must do to improve.

Employees naturally want to know how they can do their jobs better because improvement will give them a greater sense of achievement and pride.

…managers dislike (a few even dread) giving performance appraisals; they want to get them over with as quickly as possible and with as little trouble as possible.

…feedback needs to proceed from a manager’s intentions to help and guide his employees. The goal should be learning, not venting, shaming, or lambasting.

It is easier for employees to accept the need for improvement… when they believe that management basically likes what they do and is helping them do it even better.

Only under duress will employees pay attention to feedback from managers who know little or nothing about the workers’ jobs.