Resigned Employee Quotes

If you want to know what’s your boss is really like, go to his office with a resignation letter. You will then see your boss’s true colours. You will then see his emotions without any filters. No boss can ever fake himself in front of an employee who has just resigned.

The resignations infuriated Elizabeth and Sunny. The following day, they summoned the staff for an all-hands meeting in the cafeteria. Copies of The Alchemist, Paulo Coelho’s famous novel about an Andalusian shepherd boy who finds his destiny by going on a journey to Egypt, had been placed on every chair. Still visibly angry, Elizabeth told the gathered employees that she was building a religion. If there were any among them who didn’t believe, they should leave. Sunny put it more bluntly: anyone not prepared to show complete devotion and unmitigated loyalty to the company should “get the fuck out.

On the TV screens along the back wall I could see COMEY RESIGNS in large letters. The screens were behind my audience, but they noticed my distraction and started turning in their seats. I laughed and said, “That’s pretty funny. Somebody put a lot of work into that one.” I continued my thought. “There are no support employees in the FBI. I expect…” The message on the screens now changed. Across three screens, displaying three different news stations, I now saw the same words: COMEY FIRED. I wasn’t laughing any longer. There was a buzz in the room. I told the audience, “Look, I’m going to go figure out what’s happening, but whether that’s true or not, my message won’t change, so let me finish it and then shake your hands.

Sonnet of Human Resources There is no blue collar, no white collar, just honor. And honor is defined by character not collar. There is no CEO, no janitor, just people. Person's worth lies, not in background, but behavior. Designation is reference to expertise, not existence. Respect is earned through rightful action, not label. Designation without humanity is resignation of humanity, For all labels without love cause nothing but trouble. The term human resources is a violation of human rights. For it designates people as possession of a company. Computers are resources, staplers are resources, but people, Aren't resources, but the soul of all company and society. I'm not saying, you oughta rephrase it all in a civilized way. But at the very least, it's high time with hierarchy we do away.

It is more important to look holistically at the root of why anyone would want to avoid work so badly that they’d game the system and leave the workforce altogether. When work is fulfilling, dignifying, respects our skills and nourishes our talents and souls, it becomes a pleasure not a burden; something we would look for not run away from. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

REINHOLD JOBS. Wisconsin-born Coast Guard seaman who, with his wife, Clara, adopted Steve in 1955. REED JOBS. Oldest child of Steve Jobs and Laurene Powell. RON JOHNSON. Hired by Jobs in 2000 to develop Apple’s stores. JEFFREY KATZENBERG. Head of Disney Studios, clashed with Eisner and resigned in 1994 to cofound DreamWorks SKG. ALAN KAY. Creative and colorful computer pioneer who envisioned early personal computers, helped arrange Jobs’s Xerox PARC visit and his purchase of Pixar. DANIEL KOTTKE. Jobs’s closest friend at Reed, fellow pilgrim to India, early Apple employee. JOHN LASSETER. Cofounder and creative force at Pixar. DAN’L LEWIN. Marketing exec with Jobs at Apple and then NeXT. MIKE MARKKULA. First big Apple investor and chairman, a father figure to Jobs. REGIS MCKENNA. Publicity whiz who guided Jobs early on and remained a trusted advisor. MIKE MURRAY. Early Macintosh marketing director. PAUL OTELLINI. CEO of Intel who helped switch the Macintosh to Intel chips but did not get the iPhone business. LAURENE POWELL. Savvy and good-humored Penn graduate, went to Goldman Sachs and then Stanford Business School, married Steve Jobs in 1991. GEORGE RILEY. Jobs’s Memphis-born friend and lawyer. ARTHUR ROCK. Legendary tech investor, early Apple board member, Jobs’s father figure. JONATHAN “RUBY” RUBINSTEIN. Worked with Jobs at NeXT, became chief hardware engineer at Apple in 1997. MIKE SCOTT. Brought in by Markkula to be Apple’s president in 1977 to try to manage Jobs.

The most decisive and certainly most delicious option for an aggrieved worker in a narcissist’s office is simply quitting. Slamming your resignation letter on the boss’s desk and striding out to take a better job somewhere else is satisfying and in both its finality and its totality. Instantly the feared figure is stripped of all power, reduced to a person of utter inconsequence in your life. Not only does this spell immediate freedom for the exiting employee, it can also contribute to the long-term decline of the boss.

Unconditional blame is the tendency to explain all difficulties exclusively as the consequence of forces beyond your influence, to see yourself as an absolute victim of external circumstances. Every person suffers the impact of factors beyond his control, so we are all, in a sense, victims. We are not, however, absolute victims. We have the ability to respond to our circumstances and influence how they affect us. In contrast, the unconditional blamer defines his victim-identity by his helplessness, disowning any power to manage his life and assigning causality only to that which is beyond his control. Unconditional blamers believe that their problems are always someone else’s fault, and that there’s nothing they could have done to prevent them. Consequently, they believe that there’s nothing they should do to address them. Unconditional blamers feel innocent, unfairly burdened by others who do things they “shouldn’t” do because of maliciousness or stupidity. According to the unconditional blamer, these others “ought” to fix the problems they created. Blamers live in a state of self-righteous indignation, trying to control people around them with their accusations and angry demands. What the unconditional blamer does not see is that in order to claim innocence, he has to relinquish his power. If he is not part of the problem, he cannot be part of the solution. In fact, rather than being the main character of his life, the blamer is a spectator. Watching his own suffering from the sidelines, he feels “safe” because his misery is always somebody else’s fault. Blame is a tranquilizer. It soothes the blamer, sheltering him from accountability for his life. But like any drug, its soothing effect quickly turns sour, miring him in resignation and resentment. In order to avoid anxiety and guilt, the blamer must disown his freedom and power and see himself as a plaything of others. The blamer feels victimized at work. His job is fraught with letdowns, betrayals, disappointments, and resentments. He feels that he is expected to fix problems he didn’t create, yet his efforts are never recognized. So he shields himself with justifications. Breakdowns are never his fault, nor are solutions his responsibility. He is not accountable because it is always other people who failed to do what they should have done. Managers don’t give him direction as they should, employees don’t support him as they should, colleagues don’t cooperate with him as they should, customers demand much more than they should, suppliers don’t respond as they should, senior executives don’t lead the organization as they should, administration systems don’t work as they should—the whole company is a mess. In addition, the economy is weak, the job market tough, the taxes confiscatory, the regulations crippling, the interest rates exorbitant, and the competition fierce (especially because of those evil foreigners who pay unfairly low wages). And if it weren’t difficult enough to survive in this environment, everybody demands extraordinary results. The blamer never tires of reciting his tune, “Life is not fair!

Anna Chapman was born Anna Vasil’yevna Kushchyenko, in Volgograd, formally Stalingrad, Russia, an important Russian industrial city. During the Battle of Stalingrad in World War II, the city became famous for its resistance against the German Army. As a matter of personal history, I had an uncle, by marriage that was killed in this battle. Many historians consider the battle of Stalingrad the largest and bloodiest battle in the history of warfare. Anna earned her master's degree in economics in Moscow. Her father at the time was employed by the Soviet embassy in Nairobi, Kenya, where he allegedly was a senior KGB agent. After her marriage to Alex Chapman, Anna became a British subject and held a British passport. For a time Alex and Anna lived in London where among other places, she worked for Barclays Bank. In 2009 Anna Chapman left her husband and London, and moved to New York City, living at 20 Exchange Place, in the Wall Street area of downtown Manhattan. In 2009, after a slow start, she enlarged her real-estate business, having as many as 50 employees. Chapman, using her real name worked in the Russian “Illegals Program,” a group of sleeper agents, when an undercover FBI agent, in a New York coffee shop, offered to get her a fake passport, which she accepted. On her father’s advice she handed the passport over to the NYPD, however it still led to her arrest. Ten Russian agents including Anna Chapman were arrested, after having been observed for years, on charges which included money laundering and suspicion of spying for Russia. This led to the largest prisoner swap between the United States and Russia since 1986. On July 8, 2010 the swap was completed at the Vienna International Airport. Five days later the British Home Office revoked Anna’s citizenship preventing her return to England. In December of 2010 Anna Chapman reappeared when she was appointed to the public council of the Young Guard of United Russia, where she was involved in the education of young people. The following month Chapman began hosting a weekly TV show in Russia called Secrets of the World and in June of 2011 she was appointed as editor of Venture Business News magazine. In 2012, the FBI released information that Anna Chapman attempted to snare a senior member of President Barack Obama's cabinet, in what was termed a “Honey Trap.” After the 2008 financial meltdown, sources suggest that Anna may have targeted the dapper Peter Orzag, who was divorced in 2006 and served as Special Assistant to the President, for Economic Policy. Between 2007 and 2010 he was involved in the drafting of the federal budget for the Obama Administration and may have been an appealing target to the FSB, the Russian Intelligence Agency. During Orzag’s time as a federal employee, he frequently came to New York City, where associating with Anna could have been a natural fit, considering her financial and economics background. Coincidently, Orzag resigned from his federal position the same month that Chapman was arrested. Following this, Orzag took a job at Citigroup as Vice President of Global Banking. In 2009, he fathered a child with his former girlfriend, Claire Milonas, the daughter of Greek shipping executive, Spiros Milonas, chairman and President of Ionian Management Inc. In September of 2010, Orzag married Bianna Golodryga, the popular news and finance anchor at Yahoo and a contributor to MSNBC's Morning Joe. She also had co-anchored the weekend edition of ABC's Good Morning America. Not surprisingly Bianna was born in in Moldova, Soviet Union, and in 1980, her family moved to Houston, Texas. She graduated from the University of Texas at Austin, with a degree in Russian/East European & Eurasian studies and has a minor in economics. They have two children. Yes, she is fluent in Russian! Presently Orszag is a banker and economist, and a Vice Chairman of investment banking and Managing Director at Lazard.

Charlie Hammer, an American manager in the textile industry living and working in Mexico City, offers this example: I was really taken aback when one of my Mexican employees gave me his resignation. I had given him some negative feedback in a meeting, but I did it in a way that sounded to me almost like a joke. The mood in the room was light, and after giving the feedback I quickly moved on. I felt it was no big deal and I thought everything was fine. But apparently it was a big deal to him. I learned later from one of the team members that I had seriously insulted him by giving this feedback in front of the team. He felt humiliated and worried that he was going to get fired, so he decided it would be better to quit first. It took me completely by surprise.

it is this lack of trust that is often the root cause of complaint in any corporation. When employees are not trusted, they don’t feel empowered, and when they don’t feel empowered, they become resigned, and when they become resigned they either resign (costing the company thousands of dollars to retrain their replacements) or they retract, further feeding the complaint monster.

Truman knew that government employees deserved fair procedures and asserted that his loyalty program would provide them. But he nonetheless expanded an already flawed set of procedures and did nothing to stop other agencies of government from establishing even more arbitrary loyalty programs: the armed services were allowed to investigate civilian employees of defense contractors and to order firings without giving any account of the charges against the suspects.75 By mid-1952 Truman administration loyalty boards had investigated many thousands of employees, of whom around 1,200 were dismissed and another 6,000 resigned rather than undergo the indignities

No phrases are more commonly used in American English (and culture) than, ‘it is what it is,’ and ‘do what you gotta do!’ The first phrase indicates the acceptance of or resignation to a situation that cannot be changed. The second phrase is a way to say that you need to do what you need to do to take care of your problems. Yet, it is also well known in American culture that, no matter what, you must always ‘play it safe!’ This is precisely the problem we are dealing with—the fact that most people are suffering but also are advised to play it safe. Yet, are we safe? If we consider the mental, intellectual, and cultural costs that come with ‘playing it safe’, is anyone ever safe?

One case Dietz studied tells a story of denial in its most undeniable form: A man killed one of his co-workers, served his prison time, was released, and was rehired by the same company whose employee he had murdered. While at the company the second time, he alienated people because he was always sullen and angry. He made threats that were known to supervisors and he stalked a female co-worker. After he resigned (on the verge of being fired), he continued to stalk the woman and then he killed her.

In the meantime Greene was offered a job by the British American Tobacco Company in China. Days before he was to sail, a fellow employee told him that they would be able to play noughts and crosses (tic-tac-toe) all the way to China. He promptly resigned rather than face this prospect.

The size of the individual company is irrelevant when it comes to the conscious development of the desired corporate culture. For example, if a company has three employees and one person resigns because of poor company culture, the company still loses one-third of its workforce as a result.

The Great Resignation was big. Millions of people around the world quit their jobs rather than returning to the status quo of their working lives before the COVID-19 pandemic and the resulting global lockdown. The pandemic only accelerated trends that had been building for most of the century. Over the last four decades, the half-life of learned skills has dropped from 30 years to fewer than four, in large part because of the accelerating pace of change driven by the tech revolution. According to noted business visionary John Seely, this trend will continue to accelerate in the years ahead. While employees were forced to work at home, the reason they could work at home was thanks to technological breakthroughs like Zoom, smartphones, ultra-high-speed broadband, and more.

Countering 'quiet quitting' with 'quiet firing' is immature and vindictive, because it totally ignores the causes that got people to this point. [From “On the Great Resignation” published on CounterPunch on February 24, 2023]

in 2012, companies with over a thousand employees, the closest private counterpart to large urban school systems, lost only about 2 percent of their workforce from firings, resignations, and layoffs combined. In short, teachers are more, not less, likely than many other workers to get fired.

Bernard Law, the former cardinal of Boston, mistaking (or maybe understanding too well) the degree of authority bestowed on him by the signifier of his patronymic, denounced in 1996 proposed legislation giving health care benefits to same-sex partners of municipal employees. He did so by proclaiming, in a noteworthy instance of piety in the sky, that bestowing such access to health care would profoundly diminish the marital bond. "Society," he opined, "has a special interest in the protection, care and upbringing of children. Because marriage remains the principal, and the best, framework for the nurture, education and socialization of children, the state has a special interest in marriage." With this fatal embrace of a futurism so blindly committed to the figure of the Child that it will justify refusing health care benefits to the adults that some children become, Law lent his voice to the mortifying mantra of a communal jouissance that depends on the fetishization of the Child at the expense of whatever such fetishization must inescapably queer. Some seven years later, after Law had resigned for his failure to protect Catholic children from sexual assault by pedophile priests, Pope John Paul II returned to this theme, condemning state-recognized same-sex unions as parodic versions of authentic families, "based on individual egoism" rather than genuine love. Justifying that condemnation, he observed, "Such a 'caricature' has no future and cannot give future to any society." Queers must respond to the violent force of such constant provocations not only by insisting on our equal right to the social order's prerogatives, not only by avowing our capacity to promote that order's coherence and integrity, but also by saying explicitly what Law and the Pope and the whole of the Symbolic order for which they stand hear anyway in each and every expression or manifestation of queer sexuality: Fuck the social order and the Child in whose name we're collectively terrorized; fuck Annie; fuck the waif from Les Mis; fuck the poor, innocent kid on the Net; fuck Laws both with capital Ls and with small; fuck the whole network of Symbolic relations and the future that serves as its prop.

For most of human history, the only instrument needed to induce employees to complete their duties energetically and adroitly was the whip. But the rules of employment had to be rewritten with the emergence of tasks whose adequate performance required their protagonists to be a significant degree content, rather than simply terrified or resigned. Once it became evident that someone who was expected to remove brain tumours, draw up binding legal documents or sell condominiums with convincing energy could not profitably be sullen or resentful, morose or angry, the mental well-being of employees commenced to be a supreme object of managerial concern.

She had looked around the office one day and realised that there were no women above a certain pay grade. She spotted a pregnant woman in the company dining hall and asked the people at her table how long the company’s maternity leave was, and none of the five, including one department head, knew the answer because none of them had ever seen an employee go on maternity leave. She couldn’t picture herself at the company ten years down the road and resigned after some thought. Her boss grumbled, “This is why we don’t hire women.” She replied, “Women don’t stay because you make it impossible for us to stay.

Dana Yagil of the University of Haifa shows that “when the customer is wrong” and treats service employees like dirt, they react by taking sick days and then resigning because they fear more abuse in the future.

a) A letter was received from a former employee of the organization seeking arrears of salary for the part of the month in which he was relieved on acceptance of his resignation. While trying to take some reference number from the old pay bill, it turned out that somebody was collecting pay in the name of the resigned employee continuously for several months after the said employee resigned from service.(b) A representation was received from an employee stating that his name was missing in the seniority list of group ‘D’ employees of the organization. While attempting to check the reasons for this omission, it emerged that the employee in question and several others were appointed through forged appointment orders issued by a racket.2. What is the first action on receipt of a complaint? On receipt of a complaint, it is checked whether it has a vigilance angle. If it has vigilance angle, it is entered in the appropriate part of the register prescribed by the Vigilance Manual.3. What is Vigilance Angle?