Salary Motivation Quotes

Providing employment is the best form of social service, as it serves you, others, your country, your world - the entire society.

They say that success is a journey, not a destination. But let's be real, the destination is pretty sweet - especially if it comes with a six-figure salary and a company car.

My men are my money.

Sometimes, to ensure that a talented individual will work for you, or will stay working with you, you need to be flexible. Money is not always the great motivator here. Talented people want a good salary, of course, but surprisingly often they are more attracted to new opportunities and challenges.

It isn’t the education, the job, the promotion, the salary, the material increase—none of that. The real gold is the integrity you gain or lose throughout the process. If you don’t want to cross a line, don’t approach it.

Of course, the starting point for any discussion of motivation in the workplace is a simple fact of life: People have to earn a living. Salary, contract payments, some benefits, a few perks are what I call “baseline rewards.” If someone’s baseline rewards aren’t adequate or equitable, her focus will be on the unfairness of her situation and the anxiety of her circumstance. You’ll get neither the predictability of extrinsic motivation nor the weirdness of intrinsic motivation. You’ll get very little motivation at all. The best use of money as a motivator is to pay people enough to take the issue of money off the table.

It is the sweat of the servants that make their squire look smart.

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.

I begin to see how a post-money society would work in practice. When we are in paid employment, we are exchanging our labour in return for money in order to live within a money-based society, nothing more. Both sides in the labour-salary exchange are motivated by self-interest. But when we volunteer our labour for a cause, for a better world, we are not so much exchanging our labour as investing it directly into the world we want to see. Notes for Utopia: there will be no money when we get there.

Language reflects the monopoly of the industrial mode of production over perception and motivation. The tongues of industrial nations identify the fruits of creative work and of human labor with the outputs of industry. The materialization of consciousness is reflected in Western languages. Schools operate by the slogan "education!" while ordinary language asks what children "learn." The functional shift from verb to noun highlights the corresponding impoverishment of the social imagination. People who speak a nominalist language habitually express proprietary relationships to work which they have. All over Latin America only the salaried employees, whether workers or bureaucrats, say that they have work; peasants say that they do it: "Van a trabajar, pero no tienen trabajo." Those who have been modernized and unionized expect industries to produce not only more goods but also more work for more people. Not only what men do but also what men want is designated by a noun. "Housing" designates a commodity rather than an activity. People acquire knowledge, mobility, even sensitivity or health. They have not only work or fun but even sex.

One final thing,” my older version said. He put a hand on my shoulder, touching me for the first time. “Do us both a favor and remember that people are more important.” I scrunched my eyes with uncertainty. “More important than what?” “More important… period. More important than pride. More important than ego. More important than being right or being first or being the best. More important than a job, a salary, a want, a desire. The people in your life are more important, son. Remember that. Promise me you will always remember that.” “Okay,” I nodded, “I’ll remember.

Sheepwalking I define “sheepwalking” as the outcome of hiring people who have been raised to be obedient and giving them a brain-dead job and enough fear to keep them in line. You’ve probably encountered someone who is sheepwalking. The TSA “screener” who forces a mom to drink from a bottle of breast milk because any other action is not in the manual. A “customer service” rep who will happily reread a company policy six or seven times but never stop to actually consider what the policy means. A marketing executive who buys millions of dollars’ worth of TV time even though she knows it’s not working—she does it because her boss told her to. It’s ironic but not surprising that in our age of increased reliance on new ideas, rapid change, and innovation, sheepwalking is actually on the rise. That’s because we can no longer rely on machines to do the brain-dead stuff. We’ve mechanized what we could mechanize. What’s left is to cost-reduce the manual labor that must be done by a human. So we write manuals and race to the bottom in our search for the cheapest possible labor. And it’s not surprising that when we go to hire that labor, we search for people who have already been trained to be sheepish. Training a student to be sheepish is a lot easier than the alternative. Teaching to the test, ensuring compliant behavior, and using fear as a motivator are the easiest and fastest ways to get a kid through school. So why does it surprise us that we graduate so many sheep? And graduate school? Since the stakes are higher (opportunity cost, tuition, and the job market), students fall back on what they’ve been taught. To be sheep. Well-educated, of course, but compliant nonetheless. And many organizations go out of their way to hire people that color inside the lines, that demonstrate consistency and compliance. And then they give these people jobs where they are managed via fear. Which leads to sheepwalking. (“I might get fired!”) The fault doesn’t lie with the employee, at least not at first. And of course, the pain is often shouldered by both the employee and the customer. Is it less efficient to pursue the alternative? What happens when you build an organization like W. L. Gore and Associates (makers of Gore-Tex) or the Acumen Fund? At first, it seems crazy. There’s too much overhead, there are too many cats to herd, there is too little predictability, and there is way too much noise. Then, over and over, we see something happen. When you hire amazing people and give them freedom, they do amazing stuff. And the sheepwalkers and their bosses just watch and shake their heads, certain that this is just an exception, and that it is way too risky for their industry or their customer base. I was at a Google conference last month, and I spent some time in a room filled with (pretty newly minted) Google sales reps. I talked to a few of them for a while about the state of the industry. And it broke my heart to discover that they were sheepwalking. Just like the receptionist at a company I visited a week later. She acknowledged that the front office is very slow, and that she just sits there, reading romance novels and waiting. And she’s been doing it for two years. Just like the MBA student I met yesterday who is taking a job at a major packaged-goods company…because they offered her a great salary and promised her a well-known brand. She’s going to stay “for just ten years, then have a baby and leave and start my own gig.…” She’ll get really good at running coupons in the Sunday paper, but not particularly good at solving new problems. What a waste. Step one is to give the problem a name. Done. Step two is for anyone who sees themselves in this mirror to realize that you can always stop. You can always claim the career you deserve merely by refusing to walk down the same path as everyone else just because everyone else is already doing it.

Our plan? We put into practice that noble historical precept: From each according to his ability, to each according to his need. Everybody in the factory, from charwomen to president, received the same salary—the barest minimum necessary. Twice a year, we all gathered in a mass meeting, where every person presented his claim for what he believed to be his needs. We voted on every claim, and the will of the majority established every person’s need and every person’s ability. The income of the factory was distributed accordingly. Rewards were based on need, and the penalties on ability. Those whose needs were voted to be the greatest, received the most. Those who had not produced as much as the vote said they could, were fined and had to pay the fines by working overtime without pay. That was our plan. It was based on the principle of selflessness. It required men to be motivated, not by personal gain, but by love for their brothers.” Dagny heard a cold, implacable voice saying somewhere within her: Remember it—remember it well—it is not often that one can see pure evil—look at it—remember—and some day you’ll find the words to name its essence. . . . She heard it through the screaming of other voices that cried in helpless violence: It’s nothing—I’ve heard it before—I’m hearing it everywhere—it’s nothing but the same old tripe—why can’t I stand it?—I can’t stand it—I can’t stand it! “What’s

All A players have six common denominators. They have a scoreboard that tells them if they are winning or losing and what needs to be done to change their performance. They will not play if they can’t see the scoreboard. They have a high internal, emotional need to succeed. They do not need to be externally motivated or begged to do their job. They want to succeed because it is who they are . . . winners. People often ask me how I motivate my employees. My response is, “I hire them.” Motivation is for amateurs. Pros never need motivating. (Inspiration is another story.) Instead of trying to design a pep talk to motivate your people, why not create a challenge for them? A players love being tested and challenged. They love to be measured and held accountable for their results. Like the straight-A classmate in your high school geometry class, an A player can hardly wait for report card day. C players dread report card day because they are reminded of how average or deficient they are. To an A player, a report card with a B or a C is devastating and a call for renewed commitment and remedial actions. They have the technical chops to do the job. This is not their first rodeo. They have been there, done that, and they are technically very good at what they do. They are humble enough to ask for coaching. The three most important questions an employee can ask are: What else can I do? Where can I get better? What do I need to do or learn so that I continue to grow? If you have someone on your team asking all three of these questions, you have an A player in the making. If you agree these three questions would fundamentally change the game for your team, why not enroll them in asking these questions? They see opportunities. C players see only problems. Every situation is asking a very simple question: Do you want me to be a problem or an opportunity? Your choice. You know the job has outgrown the person when all you hear are problems. The cost of a bad employee is never the salary. My rules for hiring and retaining A players are: Interview rigorously. (Who by Geoff Smart is a spectacular resource on this subject.) Compensate generously. Onboard effectively. Measure consistently. Coach continuously.

What is a “pyramid?” I grew up in real estate my entire life. My father built one of the largest real estate brokerage companies on the East Coast in the 1970s, before selling it to Merrill Lynch. When my brother and I graduated from college, we both joined him in building a new real estate company. I went into sales and into opening a few offices, while my older brother went into management of the company. In sales, I was able to create a six-figure income. I worked 60+ hours a week in such pursuit. My brother worked hard too, but not in the same fashion. He focused on opening offices and recruiting others to become agents to sell houses for him. My brother never listed and sold a single house in his career, yet he out-earned me 10-to-1. He made millions because he earned a cut of every commission from all the houses his 1,000+ agents sold. He worked smarter, while I worked harder. I guess he was at the top of the “pyramid.” Is this legal? Should he be allowed to earn more than any of the agents who worked so hard selling homes? I imagine everyone will agree that being a real estate broker is totally legal. Those who are smart, willing to take the financial risk of overhead, and up for the challenge of recruiting good agents, are the ones who get to live a life benefitting from leveraged Income. So how is Network Marketing any different? I submit to you that I found it to be a step better. One day, a friend shared with me how he was earning the same income I was, but that he was doing so from home without the overhead, employees, insurance, stress, and being subject to market conditions. He was doing so in a network marketing business. At first I refuted him by denouncements that he was in a pyramid scheme. He asked me to explain why. I shared that he was earning money off the backs of others he recruited into his downline, not from his own efforts. He replied, “Do you mean like your family earns money off the backs of the real estate agents in your company?” I froze, and anyone who knows me knows how quick-witted I normally am. Then he said, “Who is working smarter, you or your dad and brother?” Now I was mad. Not at him, but at myself. That was my light bulb moment. I had been closed-minded and it was costing me. That was the birth of my enlightenment, and I began to enter and study this network marketing profession. Let me explain why I found it to be a step better. My research led me to learn why this business model made so much sense for a company that wanted a cost-effective way to bring a product to market. Instead of spending millions in traditional media ad buys, which has a declining effectiveness, companies are opting to employ the network marketing model. In doing so, the company only incurs marketing cost if and when a sale is made. They get an army of word-of-mouth salespeople using the most effective way of influencing buying decisions, who only get paid for performance. No salaries, only commissions. But what is also employed is a high sense of motivation, wherein these salespeople can be building a business of their own and not just be salespeople. If they choose to recruit others and teach them how to sell the product or service, they can earn override income just like the broker in a real estate company does. So now they see life through a different lens, as a business owner waking up each day excited about the future they are building for themselves. They are not salespeople; they are business owners.

The Personal Job Advertisement These two activities are likely to have encouraged some clearer ideas about genuine career possibilities, but you should not assume that you are necessarily the best judge of what might offer you fulfilment. Writing a Personal Job Advertisement allows you to seek the advice of other people. The concept behind this task is the opposite of a standard career search: imagine that newspapers didn’t advertise jobs, but rather advertised people who were looking for jobs. You do it in two steps. First, write a half-page job advertisement that tells the world who you are and what you care about in life. Put down your talents (e.g. you speak Mongolian, can play the bass guitar), your passions (e.g. ikebana, scuba diving), and the core values and causes you believe in (e.g. wildlife preservation, women’s rights). Include your personal qualities (e.g. you are quick-witted, impatient, lacking self-confidence). And record anything else that is important to you – a minimum salary or that you want to work abroad. Make sure you don’t include any particular job you are keen on, or your educational qualifications or career background. Keep it at the level of underlying motivations and interests. Here comes the intriguing part. Make a list of ten people you know from different walks of life and who have a range of careers – maybe a policeman uncle or a cartoonist friend – and email them your Personal Job Advertisement, asking them to recommend two or three careers that might fit with what you have written. Tell them to be specific – for example, not replying ‘you should work with children’ but ‘you should do charity work with street kids in Rio de Janeiro’. You will probably end up with an eclectic list of careers, many of which you would never have thought of yourself. The purpose is not only to give you surprising ideas for future careers, but also to help you see your many possible selves. After doing these three activities, and having explored the various dimensions of meaning, you should feel more confident about making a list of potential careers that offer the promise of meaningful work. What should you do next? Certainly not begin sending out your CV. Rather, as the following chapter explains, the key to finding a fulfilling career is to experiment with these possibilities in that rather frightening place called the real world. It’s time to take a ‘radical sabbatical’.

Performance measure. Throughout this book, the term performance measure refers to an indicator used by management to measure, report, and improve performance. Performance measures are classed as key result indicators, result indicators, performance indicators, or key performance indicators. Critical success factors (CSFs). CSFs are the list of issues or aspects of organizational performance that determine ongoing health, vitality, and wellbeing. Normally there are between five and eight CSFs in any organization. Success factors. A list of 30 or so issues or aspects of organizational performance that management knows are important in order to perform well in any given sector/ industry. Some of these success factors are much more important; these are known as critical success factors. Balanced scorecard. A term first introduced by Kaplan and Norton describing how you need to measure performance in a more holistic way. You need to see an organization’s performance in a number of different perspectives. For the purposes of this book, there are six perspectives in a balanced scorecard (see Exhibit 1.7). Oracles and young guns. In an organization, oracles are those gray-haired individuals who have seen it all before. They are often considered to be slow, ponderous, and, quite frankly, a nuisance by the new management. Often they are retired early or made redundant only to be rehired as contractors at twice their previous salary when management realizes they have lost too much institutional knowledge. Their considered pace is often a reflection that they can see that an exercise is futile because it has failed twice before. The young guns are fearless and precocious leaders of the future who are not afraid to go where angels fear to tread. These staff members have not yet achieved management positions. The mixing of the oracles and young guns during a KPI project benefits both parties and the organization. The young guns learn much and the oracles rediscover their energy being around these live wires. Empowerment. For the purposes of this book, empowerment is an outcome of a process that matches competencies, skills, and motivations with the required level of autonomy and responsibility in the workplace. Senior management team (SMT). The team comprised of the CEO and all direct reports. Better practice. The efficient and effective way management and staff undertake business activities in all key processes: leadership, planning, customers, suppliers, community relations, production and supply of products and services, employee wellbeing, and so forth. Best practice. A commonly misused term, especially because what is best practice for one organization may not be best practice for another, albeit they are in the same sector. Best practice is where better practices, when effectively linked together, lead to sustainable world-class outcomes in quality, customer service, flexibility, timeliness, innovation, cost, and competitiveness. Best-practice organizations commonly use the latest time-saving technologies, always focus on the 80/20, are members of quality management and continuous improvement professional bodies, and utilize benchmarking. Exhibit 1.10 shows the contents of the toolkit used by best-practice organizations to achieve world-class performance. EXHIBIT 1.10 Best-Practice Toolkit Benchmarking. An ongoing, systematic process to search for international better practices, compare against them, and then introduce them, modified where necessary, into your organization. Benchmarking may be focused on products, services, business practices, and processes of recognized leading organizations.

August Murder creates a fast-paced thriller about terrorism, murder, politics, and one man who doesn't believe the report of events surrounding his son's death in Puerto Rico, and who assembles a posse of lawyers and investigators to uncover the truth. The focus on political investigations and a web of intrigue and conspiracy, combined with a heavy dose of Puerto Rican politics and cultural insights, lends to a creation which serves to both entertain and enlighten. It takes a talented hand to wind nonfiction facts into a fictional mystery, grapple with a myriad of characters which prove compelling and recognizable in their own rights through the story line, and maintain a flow of action and drama that easily holds reader attention. August Mystery succeeds in all these aspects, and is a compelling saga of conflicting evidence and motivations for murder, crafting an especially astute eye to capturing Puerto Rican daily lives and experiences: "Mr. Miller, policemen in Puerto Rico don’t make a lot of money. The average salary for a police officer is around $30,000, about the same as the average salary for a teacher. For that kind of money, they risk their lives in dangerous places. They have to deal with young delinquents in the projects who may make $30,000 in one week, and who are much better armed than any policeman. It’s amazing that more of them are not taking money to look the other way or do worse." T. Miranda's ability to enlighten readers about the underlying culture, social issues, and political pressures in Puerto Rico contributes to an outstanding thriller especially recommended for modern readers who would gain a sense of the island's processes and peoples. D. Donovan, Senior Editor, Midwest Book Review

I have seen plenty of ‘Struggle minus Success’ stories where you are forced to ask yourself ‘Why to him/her?’. There are few questions unanswered as it isn’t that hard work is the sole companion to achieve greatness because there are people still toiling for their first good break, first high salaried job, first best employee award, first terrific trip abroad, first buck-up cheer to perform excellently, first smile to relax you out from the stress, first pat to motivate you further, first kiss to give a feeling that whatever happened to you till then was just a ‘Test’. Unfortunately, the test never ends for many.

What is passion? Passion is a strong emotion— emotion is an energy, which propels us to commit to ourselves. If we need to achieve anything or get somewhere in life, we need to clearly have a focal point and go after it with all we’ve got. Whatever we do, we must put our hearts into it. If we put our hearts into it, it will open new opportunities. People say, ‘If I had a better job, I would put my heart into it.’ It is an illusion. That’s why people do a half day’s job and collect a full day’s salary. No wonder, they do not get anywhere in life. Trying to motivate people who lack passion is like resurrecting someone from the dead. It’s like putting in all your energy to inflate a balloon with a hole in it; no matter how much sweat you put in to blow it up, it will not go up. You inflate, they deflate, you inflate they deflate!

By avoiding pay-per-performance bonuses you can offer higher base salaries and retain your highly motivated employees. All this increases talent density. But nothing increases talent density more than paying people high salaries and increasing them over time to assure they remain top of market.

Do not work at Walmart expecting to receive your salary from Microsoft.

There is grace for survival; I survived two years without a regular salary.

Let me describe how that same thought applies to the world of education. I recently joined a federal committee on incentives and accountability in public education. This is one aspect of social and market norms that I would like to explore in the years to come. Our task is to reexamine the “No Child Left Behind” policy, and to help find ways to motivate students, teachers, administrators, and parents. My feeling so far is that standardized testing and performance-based salaries are likely to push education from social norms to market norms. The United States already spends more money per student than any other Western society. Would it be wise to add more money? The same consideration applies to testing: we are already testing very frequently, and more testing is unlikely to improve the quality of education. I suspect that one answer lies in the realm of social norms. As we learned in our experiments, cash will take you only so far—social norms are the forces that can make a difference in the long run. Instead of focusing the attention of the teachers, parents, and kids on test scores, salaries, and competition, it might be better to instill in all of us a sense of purpose, mission, and pride in education. To do this we certainly can't take the path of market norms. The Beatles proclaimed some time ago that you “Can't Buy Me Love” and this also applies to the love of learning—you can't buy it; and if you try, you might chase it away. So how can we improve the educational system? We should probably first rethink school curricula, and link them in more obvious ways to social goals (elimination of poverty and crime, elevation of human rights, etc.), technological goals (boosting energy conservation, space exploration, nanotechnology, etc.), and medical goals (cures for cancer, diabetes, obesity, etc.) that we care about as a society. This way the students, teachers, and parents might see the larger point in education and become more enthusiastic and motivated about it. We should also work hard on making education a goal in itself, and stop confusing the number of hours students spend in school with the quality of the education they get. Kids can get excited about many things (baseball, for example), and it is our challenge as a society to make them want to know as much about Nobel laureates as they now know about baseball players. I am not suggesting that igniting a social passion for education is simple; but if we succeed in doing so, the value could be immense.

It is very difficult for wealth seekers to understand the motives of powerseekers. A wealth seeker tried to improve his condition by, we hope, producing goods or services of value to trade for what he wants. This process of production and trade is satisfying in itself, and it moves the wealth seeker in the direction he wishes to travel. The powerseeker is willing to trade his wealth for the privilege of forcing others to bend to his will. If you watch closely in every election, you will see people investing thousands or millions of their own dollars for campaigns to acquire political jobs paying small salaries that can never repay the investment. Are these people trying to get government jobs to get rich? Or are they after something else, for the ability to impose their plans on others? If you are not a powerseeker, war is just a big waste (unless you are an arms maker). Bur war is the most thrilling and, therefore, most satisfying expression of political power. If you are a powerseeker, war is nirvana. Very important: war is not the route to nirvana; it is nirvana. War is the end in itself, the big payoff.

Rich can live better than poor but they cannot live without poor.

Leaders who finish well have the faith to trust God’s Word—its promises and its commands. They are willing to step out in faith, in obedience to God’s revealed will for their lives, even if they cannot see where that step will take them. As Corrie Ten Boom aptly pointed out, we should “never be afraid to trust an unknown future to a known God.” Our faith must be centered on God Himself. When my family and I first came to Lancaster Baptist Church, we had no solid financial foundation. We had just spent all of our savings on moving and in fixing the building and the property of our new church. With no money in the bank and no salary from the church, we based our assurance that all would be well on God’s promises. Our faith was not misplaced, for we never missed a meal or saw our needs unmet. Twenty-three years later, I’m so thankful we came to Lancaster even before we knew what God was going to do here. When I see how God has blessed this ministry, it motivates me to take further steps of faith. What in your life requires faith? When God gives a leader a vision of His plan for his life or ministry, it’s far greater than what can be accomplished in human strength. Refuse to question God’s ability; instead trust God’s plan. Faith is not an emotion fueled by success stories or emotionally charged sermons. Faith is a simple choice to trust God.

Learning to fail is an important part of success.  I’d like everyone reading this to fail at something.  Get out there and try the impossible.  Set your sights high and do something that you’re almost certain is beyond your skill level.  Call the girl.  Meet with a millionaire.  Pitch your art project to a retail store.  Negotiate a large salary increase.  Push yourself to accomplish something enormous.  You may fail a hundred times.  But it only takes one success to completely change your life.

Ten best quotes of the book, “Miracles Through My Eyes” "Miracles Through My Eyes " by Dinesh Sahay Author- Mentor {This book was published on 23rd October in 2019) 1. “God is always there to fulfil each demand, prayer or wish provided you have intent; unshaken trust in Him, determination and action on the ground, and when this entire manifest in one’s life, then it becomes a miracle of life. Nothing moves without His grace. It comes when you are on the right path without selfish motives but will never happen when done for selfish and destructive motives”. 2. “All diseases are self-creation and they come due to some cause and it transforms into a disease by virtue of wrong thinking, wrong actions which are against nature, the universe and God. When you disobey the rules set by God. All misfortunes, accidents, deceases, and even death are the creation of negative, bad thoughts, spoken words and actions of man himself, at some stage of his life. All good events in life are also the creation of man through his good and positive thoughts at various stages of his life”. 3. “The biggest investments lie not in the savings and creation of wealth with selfish motives. Though you may find success this prosperity shall not be long lasting and at a later stage, the money and wealth may be lost slowly in many unfortunate ways”. 4. “If you want to have a successful life with ease and at the same time want abundance and wealth then my friend, you must care for others. You must start your all efforts to help by means of tithing, charity, service to mankind in any form, and help poor, helpless, needy and underprivileged.” 5. “The largest investment for a person (which is time tested by many rich personalities) shall be to give 10% of your monthly income for the charitable cause each month if you are a salaried class, and if you are a businessman or a company, then you must contribute 10% annually for charitable cause”. 6. “Nature is giving signals to the mankind that they are moving near to destruction of this earth as it’s a cause and effect of man-made destruction of earth and with all sins, hate, untruthfulness and violence it carried throughout the centuries and acted against the principals of the universe and nature. Those connected to the divine may escape from the clutches of death and destruction of the earth. We have witnessed many major catastrophes in the form of Tsunami’s, earthquakes, Tornado’s, Global warming and volcanic eruptions and the world is moving towards it further major happenings in times to come”. 7. “Let us pray for peace and harmony for all humanity and make this world a better place to live by our actions of love, compassion, truthfulness, non-violence, end of terrorism and peace on earth with no wars with any country. Let there will be single governance in the world, the governance of one religion, the religion of love, peace, prosperity and healthy living to all”. 8.” Forgive all the people who often unreasonable, self-centred or accuse you of selfish and forget the all that is said about you. It is your own inner reflection which you see in the outer world. 9. “Thought has a tremendous vibratory force which moves with limitless speed and, makes all creations in man’s life. Each thought vibrates to the frequency with which it was created by a person, whether that was good or bad, travels accordingly through the conscious and subconscious mind in space and the universe. It vibrates with time and energy to produces manifestation in the spiritual and materialistic world of man or woman or matter (thing), in form of events, happenings and creativity”.

No one is a lost cause. And it hurts seeing people get dismissed because at one point in their career they had a setback and might have not been able to stand back up. As time passes, they fall even deeper into hopelessness. It could have been anyone of us and you know it.

While Washington rejoiced over his legislative victories, the state of Virginia threw him into a profound dilemma by deeding him a gift of fifty shares of Potomac River Company stock and one hundred shares of James River Company stock to recognize his services to the state. Having sacrificed a salary throughout the war, Washington was not about to accept payment now; nor did he want to seem vain or offend his fellow Virginians by brusquely dismissing their kind gesture. He admitted to Governor Harrison that “no circumstance has happened to me since I left the walks of public life, which has so much embarrassed me.” If he spurned the gift, he feared, people would think “an ostentatious display of disinterestedness or public virtue was the source of the refusal.” On the other hand, he wanted to remain free to articulate his views without arousing suspicions that “sinister motives had the smallest influence in the suggestion.”21 He valued his reputation for integrity, calling it “the principal thing which is laudable in my conduct.”22 Noting that such “gratuitous gifts are made in other countries,” Washington wanted to establish a new benchmark for the behavior of public figures in America and eliminate petty or venal motives.

Before you even start to negotiate for a readjustment of your salary in your present position, or to seek employment elsewhere, Be sure that you are worth more than you now receive.

Many large corporations have companies of one hiding within them. If the skills and passion for innovation and autonomy of these employees are fostered, it can greatly benefit the entire business as a whole. But if they are stifled in their creativeness and freethinking, they tend to move on quickly to other employment or entrepreneurialism. They’re rarely motivated solely by money or salaries and lean more toward reinventing their job and role in a way that works best for them.

Socialism in Chinese style’ is in fact a phrase coined to save the face of the Chinese Communist leaders who do not have the courage to acknowledge openly that socialism has failed in China. They hope to revitalize the State-owned industries with methods of management copied from capitalist countries and to use market forces as a substitute for central planning while retaining State ownership of those industries. They want the Party-appointed managers, who are bureaucrats on fixed salaries, to achieve the same degree of expertise and commitment as the entrepreneurs of private industries in the West. They want the workers to work much harder and more competitively for bonuses and small increases in pay but reduced welfare benefits. And they hope everybody will be motivated by patriotism to achieve increased productivity and profit for the State but at the same time to remain honest and incorruptible.

Through some strange alchemy no one can quite explain, the number of salaried paper pushers ultimately seems to expand, and more and more employees find themselves...working forty or even fifty hours on paper but effectively working fifteen hours...since the rest of their time is spent organizing or attending motivational seminars, updating their Facebook profiles, or downloading TV box sets.

It is unusual for those wielding plutocratic power in America to exercise it directly, according to Jeffrey Winters, the political scientist specializing in oligarchy. Direct rule by the superrich invites a dangerous amount of scrutiny. Those who have used their vast fortunes to secure public office in the United States, like Michael Bloomberg, the former mayor of New York City, typically have made an effort not to appear to be ruling as oligarchs or for them. Pope clearly sensed the peril. He took care to say that he would waive the usual salary and only stay in office for a year. But questions about self-interest arose almost immediately. As North Carolina took a whiplash-inducing lurch in favor of the haves at the expense of the have-nots, it stirred a heated debate about the influence of big money in the state’s politics in general and about the motives and financial designs of Art Pope in particular.

remember that the most talented employees don’t turn up just for a salary or to fulfill a routine need. They turn up bright-eyed because they have an idea in play

I belin to see how a post-money society would work in practice. When we are in paid employment, we are exchanging our labour in return for money in order to live within a money-based society, nothing more. Both sides in the labour-salary exchange are motivated by self-interest. But when we volunteer our labour for a cause, for a better world, we are not so much exchanging our labour as investing it directly into the world we want to see. Notes for Utopia: there will be no money when we get there.

An interview is either a lesson or a blessing. You either use it as practice or you get a great job.

If you just focus on being liked by them, how can you truly join a company that deserves you? You've got to have some standards. You must be assessing them, too. And if things don't work out because they're not up to your standards, then you've probably done yourself a huge favor.

It's either in writing or it's nothing.

A salaried man may quit after a single try, a motivated man may quit after the tenth try, but only a bored man; a truly bored man will try till thousands of times and will continue till infinity and beyond.

You know, Ahmed, I'm not looking for a job. I'm looking for fulfillment. And for me, there are only two ingredients: knowing that my work means something for others, and the company's culture.

Please remember, these homeless or long-term unemployed people were not born this way, they had an accident that brought them to where they are today. Allow them to one day tell the story of this perfect stranger who changed their life without asking for anything in return.

You do not get a better education, better results, better food, better allowances and – later in life – better salary, better working conditions or better life by demanding them from someone else.

Most employees do not give their best, either because they are underpaid, or because to do that would be to be underpaid.

The starting point, of course, is to ensure that the baseline rewards - wages, salaries, benefits, and so on - are adequate and fair. Without a healthy baseline, motivation of any sort is difficult and often impossible.

A simple test can be used to determine where someone is in the motivational hierarchy. If the absolute sum of a raise in salary an individual receives is important to him, he is working mostly within the physiological or safety modes. If, however, what matters to him is how his raise stacks up against what other people got, he is motivated by esteem/recognition or self-actualization, because in this case money is clearly a measure.

Think of yourself as a seed, and a company culture is the soil. You won't grow in just any soil. Some soil is made for you, some isn't. And good companies are very much aware of what seed they're planting if they want to see the fruits one day.

Amabile goes on to observe that “The more complex the activity, the more it’s hurt by extrinsic reward.” Interestingly, the studies suggest that flat salaries don’t demotivate, but piecework rates and bonuses do. Thus, it may be economically smart to give performance bonuses to people who flip burgers or dug ditches, but it’s probably smarter to decouple salary from performance in a programming shop and let people choose their own projects (both trends that the open-source world takes to their logical conclusions). Indeed, these results suggest that the only time it is a good idea to reward performance in programming is when the programmer is so motivated that he or she would have worked without the reward! Other researchers in the field are willing to point a finger straight at the issues of autonomy and creative control that so preoccupy hackers. “To the extent one’s experience of being self-determined is limited,” said Richard Ryan, associate psychology professor at the University of Rochester, “one’s creativity will be reduced as well.” In general, presenting any task as a means rather than an end in itself seems to demotivate. Even winning a competition with others or gaining peer esteem can be demotivating in this way if the victory is experienced as work for reward (which may explain why hackers are culturally prohibited from explicitly seeking or claiming that esteem).