 |
…the secret to amazing performance is empowering talented people to succeed at meaningful work.
|
002 |
 |
Management, when done well, can propel an organization toward success while enhancing the lives of people working within it.
|
003 |
 |
…managers at every level affect the inner work life and, consequently, the creativity and productivity of people throughout the organization.
|
019 |
 |
If people do not perceive that they and their work are valued by a trustworthy organization, if they derive no pride or happiness from their work, they will have little drive to dig into a project.
|
025 |
 |
Intrinsic motivation – deep engagement in the work – can drive people to surprising displays of seemingly unrewarded effort.
|
034 |
 |
…as long as the work is meaningful, managers do not have to spend time coming up with ways to motivate people to do that work.
|
035 |
 |
Because [people] spend so much of their lives working, people deserve the dignity of having positive lives at work.
|
041 |
 |
This is the inner work life effect: people do better work when they are happy, have positive views of their organization and its people, and are motivated primarily by the work itself.
|
047 |
 |
When people’s motivation for a job has become purely extrinsic – when they are just putting in their time to make a buck or to get the benefits – they will do only what they must do, and no more.
|
062 |
 |
The key is to design each job so that, in the act of carrying out the work, people gain knowledge about the results of their effort.
|
081 |
