Happy Workforce Quotes

By the time these students enter the workforce, many of the jobs they will apply for ill be in industries that don't even exist yet. That's a hard future to prepare someone for. Teachers have their sights set on the real goal: not to produce Ivy League graduates, but to encourage the development of naturally curious, confident, flexible, and happy learners who are ready for whatever the future has in store.

There is, in fact, no word in Japanese that means retire in the sense of “leaving the workforce for good

Happy Labour's day! Let's make a world with better illusions!

It is equally important to know if we have a happy and engaged workforce as it is to have a profitable bottom line.

In recent decades, as the economy has shifted and large companies promising lifelong employment have given way to freelance jobs and migratory careers, understanding motivation has become increasingly important. In 1980, more than 90 percent of the American workforce reported to a boss. Today more than a third of working Americans are freelancers, contractors, or in otherwise transitory positions. The workers who have succeeded in this new economy are those who know how to decide for themselves how to spend their time and allocate their energy. They understand how to set goals, prioritize tasks, and make choices about which projects to pursue. People who know how to self-motivate, according to studies, earn more money than their peers, report higher levels of happiness, and say they are more satisfied with their families, jobs, and lives.

Indeed, as Arum and Roksa (2011) so eloquently reveal, as far as most students are concerned, the certifying power of the degree is the sole purpose of going to college, besides, of course, the social life. Once they have that degree, they believe they can become part of the workforce, prosper, and be happy. In this context, then, educating the whole student means little more than creating a student who can slide easily into the workforce, participating in the status quo.

e live in a day and age where manners have been all but forgotten. We can remedy that with our children and grandchildren. When teaching the "M" word, show your children manners can be fun. One way is to have interesting pretend conversations that teach saying "hello," "goodbye," "I'm happy to meet you," and "thank you very much." Make a game of teaching kids how to set a table. Knife here. Fork there. Napkin fluffed in a napkin ring-and a pretty bowl of flowers or other decoration in the middle. Make a date with your grandchildren and take them out to lunch so they can practice their skills. Yes, manners can be used even if they're just ordering grilled cheese sandwiches! Manners will help children have kinder hearts, think of others, and stand them in good stead when they grow up and join the workforce. Love has manners, and emphasize how much they're showing they care when they use their good manners. hat's the greatest gift we can give to our often impersonal and violent society? Our feminine selves! Does that surprise you? Let me share a few simple truths about being a woman of God. Women have always had the ability to transform their surroundings, to make them more comfortable and inviting so friends can find comfort and joy. Let's rejoice in this gift and make the most of it. The beautiful woman is disciplined, modest, discreet, gracious, self-controlled, and organized. Scripture says that as women our worth is far above jewels. Strength and dignity are our clothing. When we open our mouths, wisdom and the teaching of kindness are on our tongues. We are women who fear the Lord. Let's live up to that description and celebrate who we are in Christ.

Dave and I had a family ritual at dinner where we’d go around the table with our daughter and son and take turns stating our best and worst moments of the day. When it became just three of us, I added a third category. Now we each share something for which we are grateful. We also added a prayer before our meal. Holding hands and thanking God for the food we are about to eat helps remind us of our daily blessings. Acknowledging blessings can be a blessing in and of itself. Psychologists asked a group of people to make a weekly list of five things for which they were grateful. Another group wrote about hassles and a third listed ordinary events. Nine weeks later, the gratitude group felt significantly happier and reported fewer health problems. People who enter the workforce during an economic recession end up being more satisfied with their jobs decades later because they are acutely aware of how hard it can be to find work. Counting blessings can actually increase happiness and health by reminding us of the good things in life. Each night, no matter how sad I felt, I would find something or someone to be grateful for. I

About 41 percent of mothers are primary breadwinners and earn the majority of their family’s income. Another 23 percent of mothers are co-breadwinners, contributing at least a quarter of the family’s earnings.30 The number of women supporting families on their own is increasing quickly; between 1973 and 2006, the proportion of families headed by a single mother grew from one in ten to one in five.31 These numbers are dramatically higher in Hispanic and African-American families. Twenty-seven percent of Latino children and 51 percent of African-American children are being raised by a single mother.32 Our country lags considerably behind others in efforts to help parents take care of their children and stay in the workforce. Of all the industrialized nations in the world, the United States is the only one without a paid maternity leave policy.33 As Ellen Bravo, director of the Family Values @ Work consortium, observed, most “women are not thinking about ‘having it all,’ they’re worried about losing it all—their jobs, their children’s health, their families’ financial stability—because of the regular conflicts that arise between being a good employee and a responsible parent.”34 For many men, the fundamental assumption is that they can have both a successful professional life and a fulfilling personal life. For many women, the assumption is that trying to do both is difficult at best and impossible at worst. Women are surrounded by headlines and stories warning them that they cannot be committed to both their families and careers. They are told over and over again that they have to choose, because if they try to do too much, they’ll be harried and unhappy. Framing the issue as “work-life balance”—as if the two were diametrically opposed—practically ensures work will lose out. Who would ever choose work over life? The good news is that not only can women have both families and careers, they can thrive while doing so. In 2009, Sharon Meers and Joanna Strober published Getting to 50/50, a comprehensive review of governmental, social science, and original research that led them to conclude that children, parents, and marriages can all flourish when both parents have full careers. The data plainly reveal that sharing financial and child-care responsibilities leads to less guilty moms, more involved dads, and thriving children.35 Professor Rosalind Chait Barnett of Brandeis University did a comprehensive review of studies on work-life balance and found that women who participate in multiple roles actually have lower levels of anxiety and higher levels of mental well-being.36 Employed women reap rewards including greater financial security, more stable marriages, better health, and, in general, increased life satisfaction.37 It may not be as dramatic or funny to make a movie about a woman who loves both her job and her family, but that would be a better reflection of reality. We need more portrayals of women as competent professionals and happy mothers—or even happy professionals and competent mothers. The current negative images may make us laugh, but they also make women unnecessarily fearful by presenting life’s challenges as insurmountable. Our culture remains baffled: I don’t know how she does it. Fear is at the root of so many of the barriers that women face. Fear of not being liked. Fear of making the wrong choice. Fear of drawing negative attention. Fear of overreaching. Fear of being judged. Fear of failure. And the holy trinity of fear: the fear of being a bad mother/wife/daughter.

Persson did not create Minecraft because he wanted to create a billion-dollar company; he loved video games and kept his day job while developing it. When the game soared in popularity, he started a company, Mojang, with some of the profits, but kept it small, with just 12 employees. Even with zero dollars spent on marketing and no user instructions, Minecraft grew exponentially, flying past the 100 million registered user mark in 2014 based largely on word of mouth.2 Players shared user-generated extras like modifications (“mods”) and custom maps with each other, and the game caught on not only with children but their parents and even educators. Still, Persson avoided the valuation game, refusing an investment offer from former Facebook president Sean Parker. Finally, he and his co-founders sold Mojang to Microsoft for $2.5 billion, a fortune built on one man’s focus on creating something that people loved.3 On the other end of the spectrum is Zynga, one of the fastest startups ever to reach a $1 billion valuation.4 The social game developer had its first hit in 2009 with FarmVille. Next came Zynga’s partnership with Facebook that turned into a growth engine. The company began trading on the NASDAQ in December 2011 and had 253 million active users per month as late as the first quarter of 2013.5 Then the relationship with Facebook ended and the wheels started coming off. Flush with IPO cash, Zynga started exhibiting all the symptoms of ego-driven, grow-at-any-cost syndrome. They moved into a $228 million headquarters in San Francisco. They began hastily acquiring companies like NaturalMotion, Newtoy, and Area/Code. They infuriated customers by launching new games without sufficient testing and filling them with scripts that signed players up for unwanted subscriptions and services. When customer outrage went viral, instead of focusing on building better products, Zynga hired a behavioral psychologist to try to trick customers into loving its games.6 In a 2009 speech at Startup@Berkeley, CEO Mark Pincus said, “I funded [Zynga] myself but I did every horrible thing in the book to just get revenues right away. I mean, we gave our users poker chips if they downloaded this Zwinky toolbar, which . . . I downloaded it once — I couldn’t get rid of it. We did anything possible just to just get revenues so that we could grow and be a real business.”7 By the spring of 2016, Zynga had laid off about 18 percent of its workforce and its share price had declined from $14.50 in 2012 to about $2.50.

The idea of putting customers first and acting with integrity is gaining traction. Outdoor-gear retailer REI received adulation for adhering to its values when it announced that it would not only close its stores on Black Friday in 2015 but pay its employees to get outside. Contrast that with blood-test startup Theranos. CEO Elizabeth Holmes was lauded as “America’s youngest self-made billionaire,”12 and the firm was quickly valued at $9 billion. Then, testing showed that the company’s flagship Edison device, which purported to deliver test results from a single drop of blood, did not work.13 The federal government swiftly began investigating Holmes, with regulators not only revoking the company’s license to operate but suggesting a ban preventing Holmes from owning or operating a lab for two years. Walgreens Boot Alliance Inc. sued Theranos for $140 million, equivalent to the amount the drugstore giant had invested in the startup. 14 In the fall of 2016, Theranos announced it would be shutting down its blood-testing facilities and shed at least 40 percent of its workforce. 15

a happy workforce is the key to a successful business

Lovable work is visible work. The question of who gets a public platform as a worker and who does not is neatly side-stepped by Jobs’s narrative. What do those in the invisible workforce call themselves in their social media profiles? What kinds of identities are available to them? These questions are critical because, as Jonathan Crary notes in his recent book, 24/7: Late Capitalism and the Ends of Sleep, while the notion of identity is bound up with public visibility, today that public exposure has become detached from communal forms that once provided safekeeping and care. Crary notes that in the always-on, 24/7 temporality in which we now live, the pressure to be constantly consuming or producing necessitates a constant presence in the public sphere, specifically in the marketplace.

Happiness, health, and work may exist together. In fact, when they do, it makes for a more resilient organization.

in the future. And what about business? He’d obviously blundered by focusing so intensely on sales, rather than profit. Wasn’t it better to have a highly profitable $10-million company than a $100-million company that didn’t make any money? Wasn’t it better to have a business with a great reputation in its community and its industry—a company known and respected for its fabulous service, its unstinting generosity, and its happy, dedicated workforce rather than its size? He didn’t know exactly what type of company that would be, or how he would create it, but he had a pretty good sense of the direction he wanted to go.

If the indebted Asian immigrant thinks they owe their life to America, the child thinks they owe their livelihood to their parents for their suffering. The indebted Asian American is therefore the ideal neoliberal subject. I accept that the burden of history is solely on my shoulders; that it’s up to me to earn back reparations for the losses my parents incurred, and to do so, I must, without complaint, prove myself in the workforce. -- To truly feel gratitude is to sprawl out into the light of the present. It is happiness, I think. To be indebted is to fixate on the future. I tense up after good fortune has landed on my lap like a bag of tiny excitable lapdogs. But whose are these? Not mine, surely! I treat good fortune not as a gift but a loan that I will have to pay back in weekly installments of bad luck. I bet I’m like this because I was raised wrong—browbeaten to perform compulsory gratitude. Thank you for sacrificing your life for me! In return, I will sacrifice my life for you!

From a logical standpoint, it’s more likely that the future will be “protopian.” The world won’t be perfect and happy, but it won’t be an abysmal dystopia either. This means there will be positives and negatives, but overall, it will be a better world. Digital marketing consultant Marcus Wong writes, “Protopia defines a state where we’re no longer fighting for survival (Dystopia), nor are we accepting perfection (Utopia…. Every opportunity to create something new, something faster, something ‘better’—creates a new world of problems that we would have never initially created. This is not a bad thing; some problems are good to have.”[29] In short, we can’t eliminate problems without introducing new ones. This is why we will see progress, but not perfection.[30] Will robots take some workers’ jobs? Yes. There will be automation, but automation will also generate new jobs.

How do we measure performance using the Lean speed concept?   Keeping in mind that our success is determined by how well we keep our customers happy, we calculate the time that passes from when we begin working on the customer’s order to the time we actually deliver. We call that Cycle time.  The shorter that period is, the more successful we deem our performance to be.   If you take eternity, the customer will begin to sense danger, and the chance of not being satisfied with your work is pretty high. And that usually has good grounds. Is that it? Well, from practical experience it really is. Often when you delay delivering what the customer ordered, there is a list of things that may be wrong; and they include:   Low morale on the part of your workforce   The work being too complex for your firm   Product defects discovered and are being corrected   Team handling too many jobs at a time   Lack of flexibility on the team to adjust to the demands of the customer   Inefficient systems

... I've never met a magical creature before. All I know is what I've heard in stories. Father Christmas, for instance, with the elves who make the toys." Tergil was impassive. "We relate a similar tale," he replied. "It is called Santa Clause and his slave workforce". "Oh," said Thorpe. "It is an ancient story," said the elf, "about the perils of trusting strangers. It does have a happy ending, though. The evil Clause is beaten to death with hunks of reindeer meat.

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I was not really sure what my father did in the army. His job seemed mainly to involve two activities: One was rushing to his station to signal an alert drill daily at 9:00 p.m...The other activity was catching runaway soldiers...I could not get the adults to explain why anyone wanted to run away. Where were they going? There were soldiers everywhere. They were used as a general workforce, sweeping the streets, driving cars, hauling stuff around. Others were always marching somewhere. Often they would waylay schoolkids near a store and ask them to go in to buy something. They were afraid to go in themselves because they might be spotted by a patrol on the lookout for soldiers absent from their unit without leave. The soldiers didn't look particularly happy, but neither did they seem so unhappy they might be thinking of running off into the forest. As I found out later, they were running away because of dedovshchina ("bullying"). Bullying of raw recruits by older soldiers reached such a level that in 1982 the minister of defense had to issue a secret order, "On Combating Nonregulation Relations," thereby recognizing it as a widespread practice. Hazing became a self-replicating system. You joined the army, got beaten up, your money was taken from you, and you were forced to scrub floors and do the laundry of the "older" soldiers, who joined the army just a year and a half before you. After all these humiliations, you just waited for your turn to beat up the rookies, because that was just the way it was, a necessary part of army life, something that transformed a civilian wimp into a real man. The system was often tacitly endorsed by officers, who saw it as a self-regulating system of training and discipline. For example, some rural idiot joins the army, fails to understand elementary commands, looks scruffy, and is generally hopeless. So then the staff sergeant punches him a couple of times in the middle of the chest ("in the soul"), which really huts (you cannot punch him in the face, because the marks would show), and he immediately comes to his senses and starts behaving like a seasoned soldier. Needless to say, such an idiotic practice did nothing to improve discipline, and fundamentally undermined respect for the army. Soldiers returning home after two years of national service luridly described the bullying to those yet to be conscripted. It closely resembled the revelations of people returning from prison. Mothers listened in horror and then had no wish to send their sons off to the army. Periodically, after yet another unfortunate young man, unable any longer to bear the hazing, committed suicide or shot his abusers, the army would launch another anti-bullying campaign, which never did any good. The practice is institutionalized and can only be combated by changing the institution, primarily by creating an army in which professional servicemen and servicewomen are paid a salary to defend the county. What is not needed is an army that depends on hapless youths taken from their families (for two years in the U.S.S.R., and nowadays for one) who are forced to spend their time in an institution that is a bizarre form of survival school. Curiously, the army takes a certain pride in this constant imbecility, as I began to notice as I grew older. It was regularly remarked that our soldiers and officers were so inured to carrying out ridiculous orders-for example, with my own eyes I saw soldiers painting grass green before inspection-that, under fire, they would perform miracles of discipline. Because they lived in such poverty and were so used to hardship, there could be no doubt that in the event of war the pampered Americans, with their luxurious barracks and individual apartments for officers, would be defeated.