Rewarding Employees Quotes

Good strategy requires board members to think beyond the boardroom and recognize and reward employees who demonstrate stewardship behaviors.

Talent is indispensable, although it is 'always' replaceable. Just remember the simple rules concerning talent: Identify It, Hire It, Nurture It, Reward It, Protect It. And when the time comes, Fire It.

A salary is, to a man's employer, what his wife's vagina is to his wife: a tool used to (1) reward; and (2) control him.

To paraphrase Einstein, insanity is expecting employees to do one thing while rewarding them for doing something else.

When employees see each other as teammates and encourage each other to do a better job, everyone in the company shares in the rewards.

An 'Employee of the Month' is a titled given to someone who best helped someone else actualize their dream—in that particular month.

My life has been filled with unexpected disappointments and tragedies that led to incredible and rewarding opportunities.

With his final blow delivered, he pulls me up toward him, first by my hips, and then by my hair. Groping my breasts and kissing me, he is full of congratulations. ‘Well done, Megan, you took your punishment well. Now it’s time for your reward.

Is it really necessary to reward the CEO with several million dollars? Why isn’t it logical or common sense to pay the minimum-wage employee another quarter, give a quarterly fifty-dollar bonus, or even provide a two-hundred-dollar gas gift card?

The history professor Nelson Lichtenstein told me, “What you can’t measure, you can’t reward,” and that may be why executives are so focused on work hours. For decades, the corporate world has been consumed with metrics. Managers love tangible measures by which they can determine success or failure. Work hours is one of the easiest ways to measure employee performance, but total hours worked is a meaningless statistic.

The travails of being an employee include not only uncertainty about the duration of one's employment, but also the humiliation of many working practices and dynamics. With most businesses shaped like pyramids, in which a wide base of employees gives way to a narrow tip of managers, the question of who will be rewarded - and who left behind - typically develops into one of the most oppressive of the workplace, and one which, like all anxieties, feeds off uncertainty. Because achievement in most fields is difficult to monitor reliably, the path to promotion or its oppositie can acquire an apparently haphazard connection to results. The succesful alpinist of organizational pyramids may not be the best at their jobs, but those who have best mastered a range of dark political arts in which civilized life does not usually offer instruction.

Pizza as a reward at work, gotta love it. Personally, I'd rather have that than a raise. Give me a pizza, boss, and let me know you truly value the work I do.

Don't miss work and never be late. Your boss will appreciate it, and he will reward you by shaking your hand in gratitude after he lays you off.

Give people a voice, encourage, motivate and reward them

bonuses don't really motivate workers. Once they reach a certain baseline salary, money is no longer the main driver. They need something more. Reams have been written about the Millennial generation's hunter for impact and meaning at work. In one way, I think Millennials (and Generation Z) are not so different from the rest of us. They just voice the desires the rest of us have learned to keep quiet.

People act in ways to maximize their self-interest within a company, so create incentives that align employee's objectives with the organization's mission statement. Reward compliance with core values as much as profitability, especially in the face of competitive pressures.

Throughout history, the life of a businessperson always involves some risk; the higher the risk, the greater the reward. On the other hand, the life of an employee in any workforce involves minimal to no risk at all, resulting in a lifetime full of steadiness with little to no accomplishments during this lifetime. However, there is a crucial factor which can also be considered as a trait or characteristic that made many remarkable men and women throughout history reach high levels of their career paths, which is considered to be “success” in our modern world: Audacity.

Moments of pride commemorate people’s achievements. We feel our chest puff out and our chin lift. 2. There are three practical principles we can use to create more moments of pride: (1) Recognize others; (2) Multiply meaningful milestones; (3) Practice courage. The first principle creates defining moments for others; the latter two allow us to create defining moments for ourselves. 3. We dramatically underinvest in recognition. • Researcher Wiley: 80% of supervisors say they frequently express appreciation, while less than 20% of employees agree. 4. Effective recognition is personal, not programmatic. (“ Employee of the Month” doesn’t cut it.) • Risinger at Eli Lilly used “tailored rewards” (e.g., Bose headphones) to show his team: I saw what you did and I appreciate it. 5. Recognition is characterized by a disjunction: A small investment of effort yields a huge reward for the recipient. • Kira Sloop, the middle school student, had her life changed by a music teacher who told her that her voice was beautiful. 6. To create moments of pride for ourselves, we should multiply meaningful milestones—reframing a long journey so that it features many “finish lines.” • The author Kamb planned ways to “level up”—for instance “Learn how to play ‘Concerning Hobbits’ from The Fellowship of the Ring”—toward his long-term goal of mastering the fiddle.

highly engaged employees will remain motivated despite adverse circumstances, such as limited resources, equipment failures, time pressures, and so on. In contrast, employees with low levels of engagement will tend to appear motivated only under favorable conditions or when attempting to reach tangible, short-term goals that will yield personal reward.

[Studies have found] that the typical entrepreneur earns less monetary compensation than her employee counterpart. Why then do so many entrepreneurs willingly engage in what is inherently risky activity? Because the additional psychic rewards—being one’s own boss, pride in self-accomplishment, and so forth—make the entrepreneurial endeavor worthwhile even if the entrepreneur does not gain the mega-prize. This, in turn, helps explain why entrepreneurs have a comparative advantage relative to large companies in attempting to discover and commercialize breakthrough innovations. Because a not insignificant portion of the entrepreneur’s “income” from her activity is psychic, the entrepreneur is the low-cost provider of radical innovation.

As we move toward the employee-less society, where ideas become currency and innovation gets rewarded more than manual or managerial services, you will have the opportunity to live a life you want to. In I Was Blind but Now I See, I wrote about how people no longer needed a home or an education. How both are leashes that society has created to hold you down and prevent you from growth.

When I tried to access one of the other entertainment libraries, Vintage Movies, the system informed me that I wouldn't be granted access to a wider selection of entertainment options until I had received an above-average rating in three consecutive employee performance reviews. Then the system asked me if I wanted more information on the Indentured Employee Entertainment Reward Program. I didn't.

When you take action of your own accord, it sets the tone for the organization. It tells others that initiative is expected in the company and hopefully rewarded. It gives the employees a sense of empowerment. It gives them a sense of ownership. They will make mistakes and their mistakes will have repercussions, but…I guarantee you the mistakes of action are far less consequential than the mistakes of inaction.

A good culture is like the old RIP routing protocol: Bad news travels fast; good news travels slow. If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

Finally, the memo said that Yahoo was full of employees who were “lacking the passion and commitment to be a part of the solution. We sit idly by while—at all levels—employees are enabled to ‘hang around.’ Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.

How to build a strong culture44 1. Have strong hiring filters in place. Explicitly filter for people with common values. You need to be careful that this does not act as a mechanism to inadvertently filter out diverse populations. You can have both a common sense of purpose and a diverse employee base at the same time. See later sections and the interview with Joelle Emerson for more information. 2. Constantly emphasize values day-to-day. Repeat them until you are blue in the face. The second you are really sick of saying the same thing over and over, you will find people have started repeating it back to you. 3. Reward people based on performance as well as culture. People should be rewarded (with promotions, financially, etc.) for both productivity and for living the company’s values. 4. Get rid of bad culture fits quickly. Fire bad culture fits even faster than you fire low performers.45 This chapter focuses on #1 above:

His goal was to ensure that once we had gone public and everyone’s stock had vested, we had a compensation system that was transparent and competitive, benchmarked against our peers. One that would ensure the long-term health of the business. He wanted to reward past and present partners and employees, yet leave enough in the pot for generations to come. It required a lot of analysis, but also a lot of judgment, understanding what people thought and felt and smoothing out any perceived differences.

Burned-out, stressed-out, and frazzled leaders foster organizations that experience high turnover, low employee engagement, steep healthcare costs, and dysfunctional teams that often work against one another. The current models of leadership require organizations to motivate their people largely with fear and extrinsic rewards. Though no one argues that these forms of motivation can produce short-term results, they are usually accompanied by distrust and cynicism in the workplace, which have long-term negative consequences.

Management gurus push employees in large companies to be bolder and more entrepreneurial. The reality is: employees tend to be risk-averse. From their perspective, this aversion makes perfect sense: why risk something that brings them, at best, a nice bonus, and at worst, a pink slip? The downside is larger than the upside. In almost all companies and situations, safeguarding your career trumps any potential reward. So, if you’ve been scratching your head about the lack of risk-taking among your employees, you now know why. (However, if employees do take big risks, it is often when they can hide behind group decisions.

these children of praise have now entered the workforce, and sure enough, many can’t function without getting a sticker for their every move. Instead of yearly bonuses, some companies are giving quarterly or even monthly bonuses. Instead of employee of the month, it’s the employee of the day. Companies are calling in consultants to teach them how best to lavish rewards on this overpraised generation. We now have a workforce full of people who need constant reassurance and can’t take criticism. Not a recipe for success in business, where taking on challenges, showing persistence, and admitting and correcting mistakes are essential.

Executives and managers need to consider how introverts—at least half of their employees—produce. Employees require energy to produce and, conveniently, introverts come with their own generators. Instead of trying to entertain us, mute the chatter and give us some space. Instead of rewarding the introvert with a party, give her a gift certificate to a restaurant, spa, bookstore, or coffeehouse. Instead of requiring attendance at a staff retreat, give introverted employees their assignments and send them to private cabins. Instead of insisting that introverts attend meetings, give us the option to submit written ideas. Employers are learning that, for many employees, less is more: less discussion, fewer meetings, and less so-called fun.

Our quest for heroism is awkward. Not the obvious heroism that earns medals and applause but the heroism of daily life. Go to Princeton and you’re an educational hero; run a marathon and you’re an athletic hero; make loads of money and you’re a financial hero--the alpha hero of our culture. Each occupation and role in life has its own exacting rituals for advancement and reward, from the employee of the month parking space to stock options. The point is not the Princeton degree or the marathon medallion or the money or the parking space, it’s what these things say about us, that we are special and unique; that momentarily at least, we have risen head and shoulders above the clamoring masses to be giddily succored by premonitions of divinity.

the hidden benefits of the introverted temperament—for workplaces, personal relationships and society as a whole. Introverts may be able to fit all their friends in a phone booth, but those relationships tend to be deep and rewarding. Introverts are more cautious and deliberate than extroverts, but that means they tend to think things through more thoroughly, which means they can often make smarter decisions. Introverts are better at listening—which, after all, is easier to do if you’re not talking—and that in turn can make them better business leaders, especially if their employees feel empowered to act on their own initiative. And simply by virtue of their ability to sit still and focus, introverts find it easier to spend long periods in solitary work, which turns out to be the best way to come up with a fresh idea or master a skill.

After many years and hundreds of interviews with workers in every conceivable profession, she has found that employees have one of three “work orientations,” or mindsets about our work. We view our work as a Job, a Career, or a Calling.14 People with a “job” see work as a chore and their paycheck as the reward. They work because they have to and constantly look forward to the time they can spend away from their job. By contrast, people who view their work as a career work not only out of necessity, but also to advance and succeed. They are invested in their work and want to do well. Finally, people with a calling view work as an end in itself; their work is fulfilling not because of external rewards but because they feel it contributes to the greater good, draws on their personal strengths, and gives them meaning and purpose. Unsurprisingly, people with a calling orientation not only find their work more rewarding, but work harder and longer because of it. And as a result, these are the people who are generally more likely to get ahead. For

God. JAMES 2 : 23 Many organizations today fail to tap into their potential. Why? Because the only reward they give their employees is a paycheck. The relationship between employer and employee never develops beyond that point. Successful organizations take a different approach. In exchange for the work a person gives, he receives not only his paycheck, but he is also nurtured by the people he works for. And nurturing has the ability to transform people’s lives. I use the BEST” acronym as a reminder of what people need when they get started with my organization. They need me to . . . Believe in them Encourage them Share with them Trust them Nurturing benefits everyone. What people wouldn’t be more secure and motivated when their leader believes in them, encourages them, shares with them, and trusts them (BEST)? People are more productive when they are nurtured. Even more important, nurturing creates a strong emotional and professional foundation within workers who have leadership potential. Later, using training and development, a leader can be built on that foundation.

The Seventh Central Pay Commission was appointed in February 2014 by the Government of India (Ministry of Finance) under the Chairmanship of Justice Ashok Kumar Mathur. The Commission has been given 18 months to make its recommendations. The terms of reference of the Commission are as follows:  1. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure including pay, allowances and other facilities/benefits, in cash or kind, having regard to rationalisation and simplification therein as well as the specialised needs of various departments, agencies and services, in respect of the following categories of employees:-  (i) Central Government employees—industrial and non-industrial; (ii) Personnel belonging to the All India Services; (iii) Personnel of the Union Territories; (iv) Officers and employees of the Indian Audit and Accounts Department; (v) Members of the regulatory bodies (excluding the RBI) set up under the Acts of Parliament; and (vi) Officers and employees of the Supreme Court.   2. To examine, review, evolve and recommend changes that are desirable and feasible regarding the principles that should govern the emoluments structure, concessions and facilities/benefits, in cash or kind, as well as the retirement benefits of the personnel belonging to the Defence Forces, having regard to the historical and traditional parties, with due emphasis on the aspects unique to these personnel.   3. To work out the framework for an emoluments structure linked with the need to attract the most suitable talent to government service, promote efficiency, accountability and responsibility in the work culture, and foster excellence in the public governance system to respond to the complex challenges of modern administration and the rapid political, social, economic and technological changes, with due regard to expectations of stakeholders, and to recommend appropriate training and capacity building through a competency based framework.   4. To examine the existing schemes of payment of bonus, keeping in view, inter-alia, its bearing upon performance and productivity and make recommendations on the general principles, financial parameters and conditions for an appropriate incentive scheme to reward excellence in productivity, performance and integrity.   5. To review the variety of existing allowances presently available to employees in addition to pay and suggest their rationalisation and simplification with a view to ensuring that the pay structure is so designed as to take these into account.   6. To examine the principles which should govern the structure of pension and other retirement benefits, including revision of pension in the case of employees who have retired prior to the date of effect of these recommendations, keeping in view that retirement benefits of all Central Government employees appointed on and after 01.01.2004 are covered by the New Pension Scheme (NPS).   7. To make recommendations on the above, keeping in view:  (i) the economic conditions in the country and the need for fiscal prudence; (ii) the need to ensure that adequate resources are available for developmental expenditures and welfare measures; (iii) the likely impact of the recommendations on the finances of the state governments, which usually adopt the recommendations with some modifications; (iv) the prevailing emolument structure and retirement benefits available to employees of Central Public Sector Undertakings; and (v) the best global practices and their adaptability and relevance in Indian conditions.   8. To recommend the date of effect of its recommendations on all the above.

One of the biggest challenges implementing agile is the reward system. For example, individual salary scales and rewards can be decoupled from the function and substituted by group valuation rewards linked to the capacity of both the employee and/or the team. Or, it is possible to make a distinction between the fixed salary and flexible performance bonus, detached from the annual budget and not considered a personnel expense. The reward system is always the last to change, but it is crucial to include this subject in the initial conversations with the different stakeholders around agile projects.

Jack’s secret is not just to reward people for their profit contribution in the “great game of business.” It’s to put real numbers right in workers’ faces so they make better decisions every minute, every day, for every customer. I would go one step further, and maybe Jack already has. I would give employees a minor share in the overall company, but I would also then use software to measure each individual’s or team’s contributions after fair overhead allocations and direct costs. This would mean the back-line “servers” have fair revenue recognition of their efforts on behalf of the front-line “browsers” who actually serve the end customers. Is this not possible in a light-speed world of software and business metrics? We need more real business leaders and visionaries like Jack Stack, not BS Wall Street leverage artists or old-line corporate managers who merely streamline their top-down management systems while their workers wait for their unfunded retirement and death. And we need real educators, like Neil deGrasse Tyson, who can make science understandable to everyday people. Most of all, we need people to love what they do so much that they won’t even think of retiring at age 63 or 65 or even 75. They’re so productive and happy that they don’t worry about a retirement that doesn’t make sense to them anymore, though it’s there if they have health challenges. They’re too busy satisfying their customers and creating new businesses to contemplate life without that fulfillment. They’re so focused on what they do that they’re like the champion basketball player who’s totally “in state” and one with his process. They’re certainly not bored or waiting to retire and do nothing!

Money can’t buy you happiness but it sure can buy the Hammer truly wireless earbuds, and we are certain the feeling is pretty much the same! With festival season being round the corner and no good ideas on what to gift your loved ones whatsoever, Hammer presents to you its wide range of athleisure products ranging from the truly wireless earbuds, wireless earphones, Hammer bash headphones, fitness bands going all the way to its smart watch and so much more! It’s time to finally go all out and ditch those old school gifting trends with something different than the age-old gifts like clothes and sweets for your friends and family! At Hammer, we understand festivals are full of bliss and joy, and we are all about spreading the joy with our luxurious products in a budget that ensures that you and your loved ones get the best quality and comfort all in one single product. All Hammer products are equipped with the latest Bluetooth V5.0 technology, sweatproof or waterproof, and pairing, along with long hours of battery support. All Hammer products will not only make this special day full of traditions but also a day to appreciate one another and send out gifts as a small token of appreciation for all the special ones in our life. In addition to this the entire range of these Hammer products also make perfect corporate gifts to employee or business clients and partners that will be appropriate for those work calls or that zoom meeting, all while giving you just the right opportunity to make those professional bond all the stronger and for rewarding those hardworking employees together with the most valuable clients of your business this festive season. So now put a stop to your gift hunting all while collecting those precious Hammer devices that will incontestably make for the best festival present this season while you still have time! Hammer best selling products in India for the festive season 1. Hammer KO Sports True Wireless Earbuds with Touch Controls. 2. Hammer Pulse Smart Watch for Body Temperature Measurement 3. Hammer Bash over the Ear Bluetooth Wireless Bluetooth Headphones with HD Mic. 4. Hammer Airflow True Wireless Earbuds with Bluetooth v5.0 (Black, White, Blue Color). 5. Hammer Grip Sports Wireless Bluetooth Earphones.

Degradation of work. Compelling the people in an organization to focus their efforts on the narrow range of what gets measured leads to a degradation of the experience of work. Edmund Phelps, a Nobel Prize winning economist, claims in his book Mass Flourishing: How Grassroots Innovation Created Jobs, Challenge, and Change that one of the virtues of capitalism is its ability to provide “the experience of mental stimulation, the challenge of new problems to solve, the chance to try the new, and the excitement of venturing into the unknown.”9 That is indeed a possibility under capitalism. But those subject to performance metrics are forced to focus their efforts on limited goals, imposed by others, who may not understand the work that they do. For the workers under scrutiny, mental stimulation is dulled, they decide neither the problems to be solved nor how to solve them, and there is no excitement of venturing into the unknown because the unknown is beyond the measureable. In short, the entrepreneurial element of human nature—which extends beyond the owners of enterprises—may be stifled by metric fixation.10 One result is to motivate those with greater initiative and enterprise to move out of mainstream, large-scale organizations where the culture of accountable performance prevails. Teachers move out of public schools to private schools and charter schools. Engineers move out of large corporations to boutique firms. Enterprising government employees become consultants. There is a healthy element in this. But surely the large-scale organizations of our society are the poorer for driving out those most likely to innovate and initiate. The more that work becomes a matter of filling in the boxes by which performance is to be measured and rewarded, the more it will repel those who think outside the box.

The next time you go to the supermarket, look closely at a can of peas. Think about all the work that went into it—the farmers, truckers, and supermarket employees, the miners and metalworkers who made the can—and think how miraculous it is that you can buy this can for under a dollar. At every step of the way, competition among suppliers rewarded those whose innovations shaved a penny off the cost of getting that can to you. If God is commonly thought to have created the world and then arranged it for our benefit, then the free market (and its invisible hand) is a pretty good candidate for being a god. You can begin to understand why libertarians sometimes have a quasi-religious faith in free markets. Now let’s do the devil’s work and spread chaos throughout the marketplace. Suppose that one day all prices are removed from all products in the supermarket. All labels too, beyond a simple description of the contents, so you can’t compare products from different companies. You just take whatever you want, as much as you want, and you bring it up to the register. The checkout clerk scans in your food insurance card and helps you fill out your itemized claim. You pay a flat fee of $10 and go home with your groceries. A month later you get a bill informing you that your food insurance company will pay the supermarket for most of the remaining cost, but you’ll have to send in a check for an additional $15. It might sound like a bargain to get a cartload of food for $25, but you’re really paying your grocery bill every month when you fork over $2,000 for your food insurance premium. Under such a system, there is little incentive for anyone to find innovative ways to reduce the cost of food or increase its quality. The supermarkets get paid by the insurers, and the insurers get their premiums from you. The cost of food insurance begins to rise as supermarkets stock only the foods that net them the highest insurance payments, not the foods that deliver value to you. As the cost of food insurance rises, many people can no longer afford it. Liberals (motivated by Care) push for a new government program to buy food insurance for the poor and the elderly. But once the government becomes the major purchaser of food, then success in the supermarket and food insurance industries depends primarily on maximizing yield from government payouts. Before you know it, that can of peas costs the government $30, and all of us are paying 25 percent of our paychecks in taxes just to cover the cost of buying groceries for each other at hugely inflated costs. That, says Goldhill, is what we’ve done to ourselves. As long as consumers are spared from taking price into account—that is, as long as someone else is always paying for your choices—things will get worse.

Talking in terms of the other person’s interests pays off for both parties. Howard Z. Herzig, a leader in the field of employee communications, has always followed this principle. When asked what reward he got from it, Mr. Herzig responded that he not only received a different reward from each person but that in general the reward had been an enlargement of his life each time he spoke to someone. PRINCIPLE 5-TALK IN TERMS OF THE OTHER PERSON’S INTERESTS.

The research found companies that give back to the community have higher employee retention, brand ambassadorship, and employee enthusiasm.12 Moreover, employees at organizations that give back are thirteen times more likely to look forward to coming to work.13 Again, even if I did not sincerely believe in the law of vibrational giving and had not reaped the rewards it brought, I would still instill a culture of giving in my companies, as it is proven to increase performance. Giving is, therefore, good business.

Morieux and his cowriter Peter Tollman lay out in their 2014 book, Six Simple Rules, employees of overly complicated organizations feel like they are stuck in a labyrinth. They lose meaning and satisfaction as they become burned-out and stressed by the overwhelming requirements of servicing the bureaucracy. So what to do? Of their six rules, the first three are about making it easier for people to use their judgment and take ownership: (1) understand what your people do; (2) reinforce integrators—the people who get tasks done cross-functionally—and empower them with resources and authority; and (3) increase the total quantity of power available—when creating new roles, empower people without taking power from others. The second three rules were about making sure that this enhanced autonomy was used to face complexity and improve performance: (4) increase reciprocity by setting clear objectives that stimulate mutual interest to cooperate; (5) extend the shadow of the future, by which they meant: expose people to the consequences of their actions; and (6) reward those who cooperate and blame those who don’t.

right seat means that each of your employees is operating within his or her area of greatest skill and passion inside your organization and that the roles and responsibilities expected of each employee fit with his or her Unique Ability®.1 This is a concept created by Dan Sullivan and is a registered trademark of The Strategic Coach, Inc. In the book Unique Ability, authors Catherine Nomura, Julia Waller, and Shannon Waller explain that everyone has a Unique Ability®. The trick is to discover yours. When you’re operating from within your Unique Ability®, your superior skill is often noticed by others who value it. You experience never-ending improvement, feel energized rather than drained, and, most of all, you have a passion for what you’re doing that presses you to go further than others would in this area. When this combination of passion and talent finds the right audience, it naturally creates value for others, who, in return, offer you greater rewards and more opportunities for further improvement. It’s like your personal core focus. When a person is operating in his or her Unique Ability®, he or she is in the right seat.

Leaders need to connect the vision and values of their organizations to a set of meaningful roles for employees. The intrinsic reward of seeing how one’s job fits into the larger picture and thus owning a part of the business’s vision is more powerful than any extrinsic reward put on the table.

Start by redistributing a chunk of your own authority. Step back from critical decisions and let your team decide. (We’ll say more about this in chapter 15.) If your company doesn’t have a profit-sharing plan, lobby for one and make sure it’s available to every employee. In a good year, profit sharing should raise average compensation by 10 percent or more. Wherever possible, disaggregate big units into small ones. In general, keep operating units to fewer than fifty people. Give every unit a full-fledged P&L. Minimize corporate overhead allocations and avoid building targets around detailed KPIs. Expand the decision-making prerogatives of frontline operating teams. Give them responsibility for decisions around unit strategy, operations, and people. Roll back legacy policies that have truncated the freedom of frontline units. Give businesses the right to negotiate the price of centrally provided services and opt out if they don’t think they’re getting a good deal. Once every unit has a genuine P&L, significantly increase the proportion of individual or team compensation that’s at risk. Ensure that above-average performance brings above-average rewards.

In studying the factors which go into the satisfaction of working groups, social scientists have isolated four major areas: The material rewards and opportunities. The challenge and the interest of the work itself. The general conditions in the larger organization, such as employee benefits, working conditions, and organization status among similar organizations. The competence of supervisors and leaders.

Greed is a high-paid corporate executive firing 10,000 employees and then rewarding himself with a multimillion-dollar bonus for having saved the company so much money.

To avoid this unnecessary and damaging aspect of traditional accountability, Inspiring Accountability is focused on results and is designed to incentivize, reward, and hold employees accountable for their effort and contribution toward results. After all, getting full and consistent effort from employees provides the best chance at getting consistent results, regardless of how many unforeseen outside circumstances continue to get in the way.

We must experience enough good rewards to keep enduring disappointment of “failure.

Companies also still seem to conflate long hours in the office with job effectiveness, routinely and disproportionately rewarding employees who work long hours.114 This constitutes a bonus for men. Statistician Nate Silver found that in the US, the hourly wage for those working fifty hours or more – 70% of whom are men – has risen twice as fast since 1984 as hourly pay for those working a more typical thirty-five to forty-nine hours per week.

This is the Rocketship Growth Rate—the precise pace at which a startup must grow to break out. How do you calculate this rate of growth? First, by setting a goal of exceeding a billion dollars of valuation—thus being in a position to achieve an IPO—and working backward. Hitting a $1 billion valuation generally requires at least $100 million in top-line recurring revenue annually, based on the rough market multiple of 10x revenue. You’d want to hit that in 7–10 years, to sustain the engagement of the key employees and also reward investors who often work in decade-long time cycles. These two goals—revenue and time—work together to create an overall constraint. Neeraj Agarwal, a venture capitalist and investor in B2B companies, first calculated this growth rate by arguing that SaaS companies in particular need to follow a precise path to reach these numbers:64 Establish great product-market fit Get to $2 million in ARR (annual recurring revenue) Triple to $6 million in ARR Triple to $18 million Double to $36 million Double to $72 million Double to $144 million SaaS companies like Marketo, Netsuite, Workday, Salesforce, Zendesk, and others have all roughly followed this curve. And the rough timing makes sense. The first phase, in which the team initially gets to product/market fit, takes 1–3 years. Add on the time to reach the rest of the growth milestones, and the entire process might take 6–9 years. Of course, after year 10, the company might still be growing quickly, though it’s more common for it to be growing 50 percent annualized rather than doubling. The argument is that products with network effects both can see higher growth rates as they tap into the various network forces I’ve discussed, and can compound these growth rates for a longer period of time—and looking at the data, I think that’s generally true.

Ultimately, the character of an organization, much like the character of individuals, is defined through times of adversity and how well its leadership focuses on the purpose behind the company. It is made up of not just the public moments but the millions of moments that no one sees. From senior leaders through middle managers to frontline employees, the character of the organization takes shape in small decisions. These decisions are all influenced by what the organization truly values, what it recognizes and rewards in its people. For us, like many, our character is developing every day.

Clarity in expectation becomes clarity in demonstration, allowing you to offer “You did it!” serotonin rewards, which become incentives to continue demonstrating the desired attitude, mindset, and behavior.

Consistent Active Effort offers the best predictability at getting consistent, sustainable results in all roles. Rewarding consistent effort is how to create incentive to continue that effort.

Effort itself isn’t inherently stressful. Effort is our most effective means to contribute meaningfully. It’s not the effort or length of our task list that cues anxiousness. Anxiousness is sparked when we don’t have the clarity, confidence, or optimism to believe there’s a successful end to the task and a reward. When we don’t know how to win, we don’t enjoy playing.

Goals that are vague, half-remembered, or misconstrued provide negligible neurochemical incentive and reward.

Leaders have to give employees a way to win. Since it can’t be guaranteed they’ll get the result every time, it’s important to make the process of putting forth effort neurochemically rewarding enough to maintain the incentive to engage.

Vague acknowledgment provides weak reward.

When we are confident we can meet expectations, more challenging expectations produce more reward and incentive.

Neurochemical incentive and reward lies in employees experiencing the right amount of challenge that allows them to maintain confidence and optimism that they can successfully meet expectations and receive the corresponding neurochemical reward.

Every McDonald’s, for instance, looks the same—the company deliberately tries to standardize stores’ architecture and what employees say to customers, so everything is a consistent cue to trigger eating routines. The foods at some chains are specifically engineered to deliver immediate rewards—the fries, for instance, are designed to begin disintegrating the moment they hit your tongue, in order to deliver a hit of salt and grease as fast as possible, causing your pleasure centers to light up and your brain to lock in the pattern. All the better for tightening the habit loop.1.25

At first, Mahalo garnered significant attention and traffic. At its high point, 14.1 million users worldwide visited the site monthly.[lxxxix] But over time, users began to lose interest. Although the payout of the bounties were variable, somehow users did not find the monetary rewards enticing enough. But as Mahalo struggled to retain users, another Q&A site began to boom. Quora, launched in 2010 by two former Facebook employees, quickly grew in popularity. Unlike Mahalo, Quora did not offer a single cent to anyone answering user questions. Why, then, have users stayed highly engaged with Quora, but not with Mahalo, despite its variable monetary rewards? In Mahalo’s case, executives assumed that paying users would drive repeat engagement with the site. After all, people like money, right? Unfortunately, Mahalo had an incomplete understanding of its users’ drivers. Ultimately, the company found that people did not want to use a Q&A site to make money. If the trigger was a desire for monetary rewards, the user was better off spending their time earning an hourly wage. And if the payouts were meant to take the form of a game, like a slot machine, then the rewards came far too infrequently and were too small to matter. However, Quora demonstrated that social rewards and the variable reinforcement of recognition from peers proved to be much more frequent and salient motivators. Quora instituted an upvoting system that reports user satisfaction with answers and provides a steady stream of social feedback. Quora’s social rewards have proven more attractive than Mahalo’s monetary rewards. Only by understanding what truly matters to users can a company correctly match the right variable reward to their intended behavior.

MANAGING STRICTLY BY NUMBERS IS LIKE PAINTING BY NUMBERS Some things that you want to encourage will be quantifiable, and some will not. If you report on the quantitative goals and ignore the qualitative ones, you won’t get the qualitative goals, which may be the most important ones. Management purely by numbers is sort of like painting by numbers—it’s strictly for amateurs. At HP, the company wanted high earnings now and in the future. By focusing entirely on the numbers, HP got them now by sacrificing the future. Note that there were many numbers as well as more qualitative goals that would have helped:   Was our competitive win rate increasing or declining?   Was customer satisfaction rising or falling?   What did our own engineers think of the products? By managing the organization as though it were a black box, some divisions at HP optimized the present at the expense of their downstream competitiveness. The company rewarded managers for achieving short-term objectives in a manner that was bad for the company. It would have been better to take into account the white box. The white box goes beyond the numbers and gets into how the organization produced the numbers. It penalizes managers who sacrifice the future for the short term and rewards those who invest in the future even if that investment cannot be easily measured. CLOSING THOUGHT It is easy to see that there are many ways for leaders to be misinterpreted. To get things right, you must recognize that anything you measure automatically creates a set of employee behaviors. Once you determine the result you want, you need to test the description of the result against the employee behaviors that the description will likely create. Otherwise, the side-effect behaviors may be worse than the situation you were trying to fix.

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved.

Consider fast food, for instance. It makes sense—when the kids are starving and you’re driving home after a long day—to stop, just this once, at McDonald’s or Burger King. The meals are inexpensive. It tastes so good. After all, one dose of processed meat, salty fries, and sugary soda poses a relatively small health risk, right? It’s not like you do it all the time. But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries. When researchers at the University of North Texas and Yale tried to understand why families gradually increased their fast food consumption, they found a series of cues and rewards that most customers never knew were influencing their behaviors.1.24 They discovered the habit loop. Every McDonald’s, for instance, looks the same—the company deliberately tries to standardize stores’ architecture and what employees say to customers, so everything is a consistent cue to trigger eating routines. The foods at some chains are specifically engineered to deliver immediate rewards—the fries, for instance, are designed to begin disintegrating the moment they hit your tongue, in order to deliver a hit of salt and grease as fast as possible, causing your pleasure centers to light up and your brain to lock in the pattern. All the better for tightening the habit loop.1.25 However, even these habits are delicate. When a fast food restaurant closes down, the families that previously ate there will often start having dinner at home, rather than seek out an alternative location. Even small shifts can end the pattern. But since we often don’t recognize these habit loops as they grow, we are blind to our ability to control them. By learning to observe the cues and rewards, though, we can change the routines.

Why do some of us work hard and some of us sit on our asses all day? Dan Pink, a New York Times and Wallstreet Journal bestselling author, argues that there are three main motivators―and they’re not what you think. Money doesn’t make the list. In fact, money can be a demotivator. It turns out that once you get beyond work that only requires rudimentary cognitive skill, higher monetary rewards are inversely related to performance. Instead, emotion becomes the driving force. More specifically, Pink defines the three main motivators as autonomy, mastery, and purpose.2 This has been backed up by numerous scientific studies. Here’s one: “Psychologists Teresa Amabile and Steven Kramer interviewed over 600 managers and found a shocking result. 95 percent of managers misunderstood what motivates employees. They thought what motivates employees was making money, getting raises and bonuses. In fact, after analyzing over 12,000 employee diary entries, they discovered that the number one work motivator was emotion, not financial incentive: It’s the feeling of making progress every day toward a meaningful goal.”3 Consider what this means. If you aren’t hardworking, maybe it’s not because you’re lazy, but because you hate what you’re working on! I believe there’s a hustler in all of us. It isn’t about your genetic makeup. It’s about your environment and the emotional state in which you’re operating. If you’re having trouble getting up in the morning and going to work, there’s a good chance you’d be happier hustling. You just need to find the right thing to be hustling toward, and the right people to support you. If you had all the free time in the world, what would you want to master? What would give you a sense of purpose? What would make your heart beat a little louder? The hustle is somewhere inside you. You just have to find it and set it free.

Find ways to say yes. Employees will reward you by making your workplace more vibrant, fun, and productive. One

We’ve found that trusting people to do the right thing generally results in them doing the right thing. Allowing people to reward one another facilitates a culture of recognition and service, and is a way to show employees that they should be thinking like owners rather than serfs.

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.

We needed a greater sense of urgency.” So the management team decided that field managers would not be eligible for promotion unless their branch or group of branches matched or exceeded the company’s average scores. That’s a pretty radical idea when you think about it: giving customers, in effect, veto power over managerial pay raises and promotions. The rigorous implementation of this simple customer feedback system had a clear impact on business. As the survey scores rose, so did Enterprise’s growth relative to its competition. Taylor cites the linking of customer feedback to employee rewards as one of the most important reasons that Enterprise has continued to grow,

If you investigate companies that have failed, you will find that many employees knew about the fatal issues long before those issues killed the company. If the employees knew about the deadly problems, why didn’t they say something? Too often the answer is that the company culture discouraged the spread of bad news, so the knowledge lay dormant until it was too late to act. A healthy company culture encourages people to share bad news. A company that discusses its problems freely and openly can quickly solve them. A company that covers up its problems frustrates everyone involved. The resulting action item for CEOs: Build a culture that rewards—not punishes—people for getting problems into the open where they can be solved. As a corollary, beware of management maxims that stop information from flowing freely in your company. For example, consider the old management standard: “Don’t bring me a problem without bringing me a solution.” What if the employee cannot solve an important problem? For example, what if an engineer identifies a serious flaw in the way the product is being marketed? Do you really want him to bury that information? Management truisms like these may be good for employees to aspire to in the abstract, but they can also be the enemy of free-flowing information—which may be critical for the health of the company.

Understanding Personality Styles Helps You: • Communicate more easily with others by understanding their perspectives. • Adapt your behavior to resonate with others. • Develop deeper levels of compassion, patience, and communication. • Deliver personalized customer service. • Build trust and rapport faster. • Nurture existing relationships. • Make more sales. • Feel more confident networking. • Realize that people behave the way they do for their reasons, not yours. • Appreciate the diversity of teammates, family members, friends, and work groups. • Unify your teams and get the best out of your people by focusing on their strengths, aligning their styles with their assigned positions, and knowing how to motivate and reward them.

These "God Winks" may be an answer to prayer, a warning to change course, or a reward for doing things right. Become mindful and aware of how these cosmic puzzle pieces come together to enrich your life and your relationships. It is both affirming and entertaining to consider. Be open and grateful.

These qualities make a great impression on your boss, your teams, and your customers. You will be more respected, noticed, and appreciated in the process. As your own "CEO of Self," projecting this positive level of engagement furthers your own personal reputation and interests for healthy communication, networking, and positive first impressions. An added bonus is that YOU will receive great benefits from putting forth this type of effort. Whether it be self-esteem, new training, cooperation, experience, or a raise or bonus, the rewards are extensive and many.

Nike, Microsoft Amazon and similar companies went public relatively early in their growth cycles. As a result, public investors had the opportunity to participate in 95 to 99% of their overall price appreciation. Founders, early employees and VCs took all the risk. Most of the reward was left for grabbing – anyone could’ve bought those stocks on the secondary markets.   As the Federal Reserve prints more money and interest rates remain low, an increasing percentage of capital is flowing into risky asset classes like venture capital and “angel investing.” This capital has chased up valuations in the pipeline preceding IPOs, making the IPOs feel more like the end of the journey, not the beginning. Thus,

I think when people say they dread going into work on Monday morning, it’s because they know they are leaving a piece of themselves at home. Why not to see what happens when you challenge your employees to bring all of their talents to their job and reward them?

Welch and Conaty had implemented a 20-70-10 performance ranking system, where GE employees were sorted into three groups: the top 20 percent, the middle 70 percent, and the bottom 10 percent. The top workers were lionized and rewarded with choice assignments, leadership training programs, and stock options. The bottom 10 percent were fired. Under Immelt, the forced distribution was softened and the crisp labels of “top 20 percent,” “middle 70 percent,” and “bottom 10 percent” were replaced with euphemisms: “top talent,” “highly valued,” and “needs improvement.

Our research and extensive interviews with executives and senior practitioners in the digital transformation process revealed that digital leaders think differently about high performance. In successful digital organizations, pushing the performance envelope, rewarding high performance, and learning how to invest in “optimal” mindsets are all critical parts needed to drive and sustain digital changes. “Overall, starting with a feeling of optimism promotes hope and overrides any other sentiments in your work. What would happen if all your employees felt different about coming to work? There would be a different buzz about the building. There would be a different outlook that would help people look forward to what’s next and what’s coming up. This optimism and hope creates an environment that inspires people to seek out their best and find levels of performance that maybe before they never thought were attainable. Starting with this whole new and different chemistry, any workplace is far better suited to achieve its goals and be its best, even in times of difficulty or adversity.” —Pete Carroll, head coach, the Super Bowl Champion Seattle Seahawks

According to famed psychologist David McClelland, there are three basic types of motivation: 1) Achievement, 2) Authority and 3) Affiliation. Achievement Seekers Those who seek Achievement are looking for the following things: They attain realistic but challenging goals. Achieving the task is its own reward. Financial reward is a measurement of success. Security/status are not the primary motivators. Feedback is a quantifiable measure of success. They seek improvement. Authority Seekers Employees who seek Authority are looking for the following things: They value their ideas being heard and prevailing. Having influence and impact is the most important reward. They show leadership skills and enjoy directing others. Increasing personal status and prestige is important. Affiliation Seekers Employees who are motivated by Affiliation are looking for the following things: They need friendly relationships and are motivated by interaction with others. Being liked and held in high regard is important. They are team players. Emotions are a larger motivating factor than quantifiable data. They are in tune with others’ feelings and seek to make others happy.

Do you have a recognition and rewards system in place that allows you to immediately applaud top performers? How can you create scoring systems that immediately reward employees for the behaviors you want? Have you seen evidence of “gamification” in your workplace? Perhaps it’s worth reading one of Gabe Zichermann’s blog posts and discussing it with your management team.

Misconduct, or non-conforming behaviour, as it is sometimes called, can be tackled in many ways such as counseling, warning, etc. In extreme cases such as, criminal breach of trust, theft, fraud, etc. the employer is also at liberty to initiate action against the employee, if the misconduct of the latter falls within the purview of the penal provisions of the law of the land. However such proceedings generally conducted by the State agencies, are time consuming and call for a high degree of proof. In addition to the above option, the employer also has an option to deal with the erring employee within the terms of employment. In such an eventuality, the employee may be awarded any penalty which may vary from the communication of displeasure, to the severance of the employer-employee relationship i.e. dismissal from service. Disciplinary authorities play a vital role in this context. Efficiency of the disciplinary authorities is an essential pre-requisite for the effective functioning of the reward and punishment function, more specifically the latter half of it.3. There was a time when the employer was virtually free to hire and fire the employees. Over a period of time, this common law notion has gone. Today an employer can inflict punishment on an employee only after following some statutory provisions depending upon the nature of the organisation.Briefly, the various statutory provisions which govern the actions of different types of organisation are as under: (a) Government: Part XIV of the Constitution relates to the terms of employment in respect of persons appointed in connection with the affairs of the State. Any action against the employees of the Union Government and the State Governments should conform to these Constitutional provisions, which confer certain protections on the 1

HR can and should serve as advisors to organizational leadership to develop strategic workforce plans that link to the organization’s strategic plan to ensure that the right people are on board so that the firm can meet its objectives and fulfill its mission. HR partners with line management to provide development opportunities to maximize the potential of each and every employee. HR advises management on total rewards programs (compensation and benefits) and rewards and recognition programs designed to minimize costly employee turnover and to maximize employee engagement and retention.

In many ways, the U.S. bureaucracy has moved away from the Weberian ideal of an energetic and efficient organization staffed by people chosen for their ability and technical knowledge. The system as a whole is less merit-based: rather than coming from top schools, 45 percent of recent new hires to the federal service are veterans, as mandated by Congress. And a number of surveys of the federal work force paint a depressing picture. According to the scholar Paul Light, “Federal employees appear to be more motivated by compensation than mission, ensnared in careers that cannot compete with business and nonprofits, troubled by the lack of resources to do their jobs, dissatisfied with the rewards for a job well done and the lack of consequences for a job done poorly, and unwilling to trust their own organizations.

Some behavioral psychologists defend the practice of punishing employees on the grounds that it helps to “clarify management’s expectations of performance and promote goal setting.”81 (This is comparable to the claim that throwing employees out an office window helps to clarify what floor they work on.) One

Fairchild Parent rewarded Fairchild Child’s success the way all East Coast companies of the era did: it kept a sizable chunk of the profits to fund other company operations, and it promoted the people at the top of the division to a fancier position and a better salary for a job well done. Back in New Jersey, it didn’t cross anyone’s mind that this was exactly the wrong response to an egalitarian company that shared both risk and reward among all of its employees, whose executives had moved to California precisely to get away from the Old World of business, and which needed to plow most of its profits back into product development to stay ahead of the competition in a fast-moving take-no-prisoners industry.

One who is interested in developing and enhancing intrinsic motivation in children, employees, students, etc., should not concentrate on external-control systems such as monetary rewards,

qualities we actually select for and reward in most workplaces are precisely the ones that are unlikely to produce leaders who are good for employees or, for that matter, for long-term organizational performance.

Targets, as you will learn throughout this book, are blessed/cursed with a strong work ethic. They just want to be “left alone” to do their work. In the most bullying-prone industries, we’ve found that many employees share a prosocial orientation. They are the “do-gooders.” They want to heal the sick, teach and develop the young, care for the elderly, work with the addicted and abused in society. They are ripe for exploitation. While they focus on doing good and noble things and wait to be rewarded for their quality work, they expose their backs for the bully to sink her or his claws into.

The most unjustly rewarded executives in the world had wrecked Western economies and shown no willingness to change their ways. Yet it never occurred to the supposedly liberal-left governments of Barack Obama and Gordon Brown to provide incentives to allow employees to speak up and speak truthfully, or to impose penalties on those who stayed silent.

There is plenty of research and data clearly demonstrating that while employees may choose to join an organization because of the brand, benefits, and other perceived rewards, they invariably choose to leave an organization because of their relationship with their immediate supervisor. I would also suggest that people choose to leave when they experience a toxic work environment and when they do not have a strong relationship (an Ally) among their peers. Employees, especially talented high performers, always have a

With such theories, economists developed a very elaborate toolkit for analyzing markets, measuring the "variance" and "betas" of different securities and classifying investment portfolios by their probability of risk. According to the theory, a fund manager can build an "efficient" portfolio to target a specific return, with a desired level of risk. It is the financial equivalent of alchemy. Want to earn more without risking too much more? Use the modern finance toolkit to alter the mix of volatile and stable stocks, or to change the ratio of stocks, bonds, and cash. Want to reward employees more without paying more? Use the toolkit to devise an employee stock-option program, with a tunable probability that the option grants will be "in the money." Indeed, the Internet bubble, fueled in part by lavish executive stock options, may not have happened without Bachelier and his heirs.

In one set of experiments, for example, researchers affiliated with the National Institute on Alcohol Abuse and Alcoholism trained mice to press levers in response to certain cues until the behavior became a habit. The mice were always rewarded with food. Then, the scientists poisoned the food so that it made the animals violently ill, or electrified the floor, so that when the mice walked toward their reward they received a shock. The mice knew the food and cage were dangerous—when they were offered the poisoned pellets in a bowl or saw the electrified floor panels, they stayed away. When they saw their old cues, however, they unthinkingly pressed the lever and ate the food, or they walked across the floor, even as they vomited or jumped from the electricity. The habit was so ingrained the mice couldn’t stop themselves.1.23 It’s not hard to find an analog in the human world. Consider fast food, for instance. It makes sense—when the kids are starving and you’re driving home after a long day—to stop, just this once, at McDonald’s or Burger King. The meals are inexpensive. It tastes so good. After all, one dose of processed meat, salty fries, and sugary soda poses a relatively small health risk, right? It’s not like you do it all the time. But habits emerge without our permission. Studies indicate that families usually don’t intend to eat fast food on a regular basis. What happens is that a once a month pattern slowly becomes once a week, and then twice a week—as the cues and rewards create a habit—until the kids are consuming an unhealthy amount of hamburgers and fries. When researchers at the University of North Texas and Yale tried to understand why families gradually increased their fast food consumption, they found a series of cues and rewards that most customers never knew were influencing their behaviors.1.24 They discovered the habit loop. Every McDonald’s, for instance, looks the same—the company deliberately tries to standardize stores’ architecture and what employees say to customers, so everything is a consistent cue to trigger eating routines. The foods at some chains are specifically engineered to deliver immediate rewards—the fries, for instance, are designed to begin disintegrating the moment they hit your tongue, in order to deliver a hit of salt and grease as fast as possible, causing your pleasure centers to light up and your brain to lock in the pattern. All the better for tightening the habit loop.1.25 However, even these habits are delicate. When a fast food restaurant closes down, the families that previously ate there will often start having dinner at home, rather than seek out an alternative location. Even small shifts can end the pattern. But since we often don’t recognize these habit loops as they grow, we are blind to our ability to control them. By learning to observe the cues and rewards, though, we can change the routines.

There are two different common metaphors for work, each of which uses moral accounting. We will call them the Work Exchange metaphor and the Work Reward metaphor. In the Work Reward metaphor, the employer is conceptualized as having legitimate authority over the employee, and pay is a reward for work. The metaphor can be stated as follows: • The employer is a legitimate authority. • The employee is subject to that authority. • Work is obedience to the employer’s commands. • Pay is the reward the employee receives for obedience to the employer. This metaphor makes work a part of the moral order—a hierarchical chain of legitimate authority. This conception of work implies the following: • The employer has a right to give orders to the employee, and to punish the employee for not obeying those orders. • Obedience is the condition of employment. • The social relationship of employer to employee is • one of superior to inferior. • The employer knows best. • The employee is moral if he obeys the employer. • The employer is moral if he appropriately rewards the employee for obeying his orders. In the Work Exchange metaphor, work is seen as an object of value. The worker voluntarily exchanges his work for money. The metaphor can be stated as follows: • Work is an object of value. • The worker is the possessor of his work. • The employer is the possessor of his money. • Employment is the voluntary exchange of the worker’s work for the employer’s money. In the context of labor unions and contracts, the nature and value of the work are mutually agreed on in the contract. Payment is a matter of agreed upon exchange, not reward. Work is a matter of trade, not obedience. The nature and limits of authority are spelled out in the contract. Both of these conceptualizations of work depend upon the metaphor of Moral Accounting—in the first case to define appropriate reward, in the second case to determine the value of the work. Both conceptions are metaphorical, though they may seem literal if everyone involved agrees to abide by one metaphor or the other. What these metaphors show is that the concept of work is not absolute; it varies with the metaphors used to conceptualize it. They also show that work is part of a network of moral concepts, including moral accounting. Some

In 2017, two former Planned Parenthood employees appeared in a Live Action video, revealing that the organziation imposes abortion quotas on its clinics and incentivizes workers to convince women to choose abortion.70 Sue Thayer, former manager of the Planned Parenthood clinic in Storm Lake, Iowa, told Live Action that executives would reward clinics with pizza parties or extra paid time off if they met their abortion targets. Clinics that didn’t offer abortions were given quotas for abortion referrals made to other Planned Parenthood facilities. “I trained my staff the way that I was trained, which was to really encourage women to choose abortion and to have it at Planned Parenthood because it counts towards our goal,” Thayer said.71 Former Planned Parenthood nurse Marianne Anderson told Live Action, “I felt like I was more of a salesman sometimes, to sell abortions. We were constantly told we have quotas to meet to stay open.”72

you can’t measure the value of what a company does by looking at how big it is and how much profit it generates. A company’s record of growth and the consistency of its financial returns may tell you something about the skill of its management team, but they say little about whether or not the business is contributing anything great and unique to the world. Instead, the small giants focus on the relationships that the company has with its various constituencies—employees, customers, community, and suppliers. Why? Partly, no doubt, because the relationships are rewarding in and of themselves, but perhaps also because their strength reveals the degree to which people are inspired by the company, and its ability to inspire them is the best measure of how they perceive the value of what the company does. If they are as passionate about it as the founders and leaders, the financial results are likely to follow.

In fact, most years, actively managed funds do not do any better than “passive funds” that simply replicate the stock market index. In fact, the average US mutual funds underperform the US stock market 52 —they seem to have borrowed the language of individual talent but not the talent itself. A large part of the premiums paid to financial sector employees are almost surely pure rents ; that is, rewards not for talent or hard work but for nothing more than having lucked out in landing that particular job.

Management by objective (MBO) which means purposeful leadership to achieve a strategic objective is one of the keys to successful airline management. MBO is also referred to as Management by Results – MBR. This is a system where subordinates coordinate with their superiors to achieve the desired objective. Under this principle, the goals of the organization are linked to employee goals. Management objectives are made to meet operational objectives. And both management and operational objectives are made to achieve organizational long-term objectives. Organisational objectives are linked to the vision and mission of the organisation. The team is made aware of the achievable goals of the organization and unified effort is exerted in that direction; on the other hand, the employee whose performance is noteworthy will be rewarded by the organization. This builds a transparent and clean work culture on one hand and the other unclogs communication blocks.

Whereas employees contribute time and energy, investors contribute capital (money). Both forms of contribution are valuable and necessary to help a company succeed, so both parties should be fairly rewarded for their contributions. Logically, for a company to get bigger, stronger or better at what they do, executives must ensure that the benefit provided by investors’ money or employees’ hard work should, as Adam Smith pointed out, go first to those who buy from the company. When that happens, it is easier for the company to sell more, charge more, build a more loyal customer base and make more money for the company and its investors alike.