Satisfied Employee Quotes

the extrovert assumption is so woven into the fabric of our culture that an employee may suffer reprimands for keeping his door closed (that is, if he is one of the lucky ones who has a door), for not lunching with other staff members, or for missing the weekend golf game or any number of supposedly morale-boosting celebrations. Half. More than half of us don’t want to play. We don’t see the point. For us, an office potluck will not provide satisfying human contact—we’d much rather meet a friend for an intimate conversation (even if that friend is a coworker). For us, the gathering will not boost morale — and will probably leave us resentful that we stayed an extra hour to eat stale cookies and make small talk. For us, talking with coworkers does not benefit our work—it sidetracks us.

E-mail response time is the single best predictor of whether employees are satisfied with their boss, according to research by Duncan Watts, a Columbia University sociologist who is now a principal researcher for Microsoft Research. The longer it takes for a boss to respond to their e-mails, the less satisfied people are with their leader.1

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice. ... Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

Your employees' ability to take satisfying and productive steps towards career goals is directly proportionate to their self-awareness.

E-mail response time is the single best predictor of whether employees are satisfied with their boss

The protective powers of such “upward hostility” seem striking: abused employees who fought back harder were less prone to see themselves as victims, more satisfied with their jobs and careers, less distressed, and more committed to their organizations.

This looked to me like another one of those fork-in-the-road cases in which I had to choose between one of two seemingly essential but mutually exclusive options: 1) being radically truthful with each other including probing to bring our problems and weaknesses to the surface so we could deal with them forthrightly and 2) having happy and satisfied employees. And it reminded me that when faced with the choice between two things you need that are seemingly at odds, go slowly to figure out how you can have as much of both as possible. There is almost always a good path that you just haven’t figured out yet, so look for it until you find it rather than settle for the choice that is then apparent to you.

However, even before the orgies of neoliberalism it was obvious that capitalism is not socially efficient. Market failures are everywhere, from environmental calamities to the necessity of the state’s funding much socially useful science to the existence of public education and public transportation (not supplied through the market) to the outrageous incidence of poverty and famine in countries that have had capitalism foisted on them.3 All this testifies to a “market failure,” or rather a failure of the capitalist, competitive, profit-driven mode of production, which, far from satisfying social needs, multiplies and aggravates them. This should not be surprising. An economic system premised on two irreconcilable antagonisms—that between worker and supplier-of-capital and that between every supplier-of-capital and every other4—and which is propelled by the structural necessity of exploiting and undermining both one’s employees and one’s competitors in order that ever-greater profits may be squeezed out of the population, is not going to lead to socially harmonious outcomes. Only in the unreal world of standard neoclassical economics, which makes such assumptions as perfect knowledge, perfect capital and labor flexibility, the absence of firms with “market power,” the absence of government, and in general the myth of homo economicus—the person susceptible of no other considerations than those of pure “economic rationality”—is societal harmony going to result.

What lubricates the process for us is faith—faith supported by experience—that employees can pursue their self-interest and fulfill the company’s agenda at the same time. If there’s a match or alignment between what we want and what they want, the results will be twofold: While they’re busy satisfying themselves, they’ll satisfy the company’s objectives, too. They succeed, we succeed.

INFJs believe overly competitive environments are harmful to the creative process. They have a visceral, instinctual aversion to workplace dynamics that set one employee against the other, and they abhor backstabbing and office politics almost as much as they despise social injustice and wasted human potential—probably because they see such behavior as a contributing factor to our society’s dysfunction.

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

Not satisfied with controlling information pipelines, the tech oligarchs have been moving to shape content as well. Controllers like those at Facebook and Twitter seek to “curate” content on their sites, or even eliminate views they find objectionable, which tend to be conservative views, according to former employees.35 Algorithms intended to screen out “hate groups” often spread a wider net, notes one observer, since the programmers have trouble distinguishing between “hate groups” and those who might simply express views that conflict with the dominant culture of Silicon Valley.36 That managers of social media platforms aim to control content is not merely the perception of conservatives. Over 70 percent of Americans believe that social media platforms “censor political views,” according to a recent Pew study.37 With their quasi-monopoly status, Facebook and Google don’t have to worry about competing with anyone, as the tech entrepreneur Peter Thiel observes, so they can indulge their own prejudices to a greater extent than the businesses that might be concerned about alienating customers.38 With their tightening control over media content, the tech elite are now situated to exert a cultural predominance that is unprecedented in the modern era.39 It recalls the cultural influence of the Catholic Church in the Middle Ages, but with more advanced technology.

I know a lot of people like me. People who work overtime, never turning down additional work for fear of disappointing their boss. They're available to friends and loved ones twenty-four seven, providing an unending stream of support and advice. They care about dozens and dozens of social issues yet always feel guilty about not doing "enough" to address them, because there simply aren't enough hours in the day. These types of people often try to cram every waking moment with activity. After a long day at work, they try to teach themselves Spanish on the Duolingo app on their phone, for example, or they try to learn how to code in Python on sites like Code Academy. People like this -- people like me -- are doing everything society has taught us we have to do if we want to be virtuous and deserving of respect. We're committed employees, passionate activists, considerate friends, and perpetual students. We worry about the future. We plan ahead. We try to reduce our anxiety by controlling the things we can control -- and we push ourselves to work very, very hard. Most of us spend the majority of our days feeling tired, overwhelmed, and disappointed in ourselves, certain we've come up short. No matter how much we've accomplished or how hard we've worked, we never believe we've done enough to feel satisfied or at peace. We never think we deserve a break. Through all the burnouts, stress-related illnesses, and sleep-deprived weeks we endure, we remain convinced that having limitations makes us "lazy" -- and that laziness is always a bad thing.

As I finished my rice, I sketched out the plot of a pornographic adventure film called The Massage Room. Sirien, a young girl from northern Thailand, falls hopelessly in love with Bob, an American student who winds up in the massage parlor by accident, dragged there by his buddies after a fatefully boozy evening. Bob doesn't touch her, he's happy just to look at her with his lovely, pale-blue eyes and tell her about his hometown - in North Carolina, or somewhere like that. They see each other several more times, whenever Sirien isn't working, but, sadly, Bob must leave to finish his senior year at Yale. Ellipsis. Sirien waits expectantly while continuing to satisfy the needs of her numerous clients. Though pure at heart, she fervently jerks off and sucks paunchy, mustached Frenchmen (supporting role for Gerard Jugnot), corpulent, bald Germans (supporting role for some German actor). Finally, Bob returns and tries to free her from her hell - but the Chinese mafia doesn't see things in quite the same light. Bob persuades the American ambassador and the president of some humanitarian organization opposed to the exploitation of young girls to intervene (supporting role for Jane Fonda). What with the Chinese mafia (hint at the Triads) and the collusion of Thai generals (political angle, appeal to democratic values), there would be a lot of fight scenes and chase sequences through the streets of Bangkok. At the end of the day, Bob carries her off. But in the penultimate scene, Sirien gives, for the first time, an honest account of the extent of her sexual experience. All the cocks she has sucked as a humble massage parlor employee, she has sucked in the anticipation, in the hope of sucking Bob's cock, into which all the others were subsumed - well, I'd have to work on the dialogue. Cross fade between the two rivers (the Chao Phraya, the Delaware). Closing credits. For the European market, I already had line in mind, along the lines of "If you liked The Music Room, you'll love The Massage Room.

Apple's approach to career development is yet another way it runs contrary to the norms at other companies. The prevalent attitude for workers in the corporate world is to consider their growth trajectory. What's my path up? How do I get to the next level? Companies, in turn, spend an inordinate amount of time and money grooming their people for new responsibilities. They labor to find just the right place for people. But what if it turns out all that thinking is wrong? What if companies encouraged employees to be satisfied where they are because they're good at what they do, not to mention because that might be what's best for shareholders? Instead of employees fretting that they were stuck in terminal jobs, what if they exalted in having found their perfect jobs? A certain amount of office politics might evaporate in a corporate culture where career growth is not considered tantamount to professional fulfilment. Shareholders, after all, don't care about fiefdoms and egos. There are many professionals who would find it liberating to work at what they are good at, receive competitive killer compensation, and not have to worry about supervising others or jockeying for higher rungs on an org chart.

In 2000, for instance, two statisticians were hired by the YMCA—one of the nation’s largest nonprofit organizations—to use the powers of data-driven fortune-telling to make the world a healthier place. The YMCA has more than 2,600 branches in the United States, most of them gyms and community centers. About a decade ago, the organization’s leaders began worrying about how to stay competitive. They asked a social scientist and a mathematician—Bill Lazarus and Dean Abbott—for help. The two men gathered data from more than 150,000 YMCA member satisfaction surveys that had been collected over the years and started looking for patterns. At that point, the accepted wisdom among YMCA executives was that people wanted fancy exercise equipment and sparkling, modern facilities. The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names.

The Search for Happiness Blessed is the man whose quiver is full of [children]. They will not be put to shame when they contend with their enemies in the gate. —PSALM 127:5     Storm Jameson, a twentieth-century English writer, wrote, “Happiness comes of the capacity to feel deeply, to enjoy simply, to think freely, to risk life, to be needed.” Parents want to make their children happy, employers want to make employees happy, married couples want a happy marriage, etc. “Just make me happy, and I’ll be satisfied!” Isn’t that what people (ourselves included) think and expect of others a lot of the time? Yet, we run into so many unhappy people—clearly these expectations are rarely met. Our newspapers are full of stories about unhappy people. They rob, they kill, they steal, they take drugs. They, they, they. Everywhere one looks, there is unhappiness. Then how does one become happy? I’ve found that happiness comes from one’s own perception. No one else is responsible for your happiness. Look in the mirror, and you can see who is responsible for your happiness! Gerald Brenan wrote: One road to happiness is to cultivate curiosity about everything. Not only about people but about subjects, not only about the arts but about history and foreign customs. Not only about countries and cities, but about plants and animals. Not only about lichened rocks and curious markings on the bark of trees, but about stars and atoms. Not only about friends but about that strange labyrinth we inhabit which we call ourselves. Then if we do that, we will never suffer a moment’s boredom.56 Happiness comes from within. It’s what you do: the choices you make, the interests you pursue, the attitudes you have, the friends you make, the faith you embrace, and the peace you live. You, you, you bring happiness to your life—no one else. Turn to the One who created you, inside and out, and follow His lead to happiness and wholeness.

Excuse me,” someone said, interrupting a lively discussion about whom they’d each buy a drink for in the cantina. The whole line looked up. There were two women standing on the sidewalk with bakery boxes. One of them cleared her throat. “We heard that people were camping out for Star Wars . . .” “That’s us!” Troy said, only slightly less enthusiastically than he’d said it yesterday. “Where’s everybody else?” she asked. “Are they around the back? Do you do this in shifts?” “It’s just us,” Elena said. “We’re the Cupcake Gals,” the other woman said. “We thought we’d bring Star Wars cupcakes? For the line?” “Great!” Troy said. The Cupcake Gals held on tight to their boxes. “It’s just . . .” the first woman said, “we were going to take a photo of the whole line, and post it on Instagram . . .” “I can help you there!” Elena said. Those cupcakes were not going to just walk away. Not on Elena’s watch. Elena took a selfie of their line, the Cupcake Gals and a theater employee all holding Star Wars cupcakes—it looked like a snapshot from a crowd— and promised to post it across all her channels. The lighting was perfect. Magic hour, no filter necessary. #CupcakeGals #TheForceACAKEns #SalaciousCrumbs The Gals were completely satisfied and left both boxes of cupcakes. “This is the first time I’ve been happy that there were only three of us,” Elena said, helping herself to a second cupcake. It was frosted to look like Chewbacca. “You saved these cupcakes,” Gabe said. “Those women were going to walk away with them.” “I know,” Elena said. “I could see it in their eyes. I would’ve stopped at nothing to change their minds.” “Thank God they were satisfied by a selfie then,” Gabe said. His cupcake looked like Darth Vader, and his tongue was black. “I’m really good at selfies,” Elena said. “Especially for someone with short arms.” “Great job,” Troy said. “You’ll make someone a great provider someday.” “That day is today,” Elena said, leaning back against the theater wall. “You’re both welcome.” “Errrggh,” Troy said, kicking his feet out. “Cupcake coma.” “How many did you eat?” Gabe asked. “Four,” Troy said. “I took down the Jedi Council. Time for a little midday siesta—the Force asleepens.

Cool Merchandise You Can Get from a Scary House Manufacturer Watching your employees working as team for your business is always a very satisfying feeling. If you are horror house owner, you can watch your employees working together and feel the same satisfaction. There is always a true relationship between employee and employer. Dress code plays a great role in binding your employees together and with your business as well. You can ask your scary house manufacturer to provide you some personalized merchandise that your employees will relish to have. Most of the horror house merchandises are personalized therefore you have option to design it of your own. To encourage your employees, you can seek their suggestion for designing of the logo, style or design for various merchandises. Merchandise You Can Get for Your Horror House There are few items which each of your employees will surely like and we are including only those merchandises in this list, Employee’s Identity cards – When you have setup a business, all your employee should look like working in a group and not like individuals. You can ask for employee’s identity card from your scary house manufacturer and hold your employee as a team. T-Shits with company logo – Design your company logo. If possible take inputs of employees in designing and creating logo. Print it on a plain t-shirt and it becomes a brand identity of your company. There are some other cool things that not only show the brand identity of scary house manufacturer but are very helpful for their horror house operations. These include Tyvek Tickets, Queue Manager, personalized display stands, etc. horrorhouse.in

At the café chain Pret A Manger, for example, regular customers noticed that, every now and then, they’d be given something for free with their order. One service expert wrote, of getting free coffee, “It has happened a few times over the last few years, too often for it to be a coincidence, yet so infrequent that it is unexpected. This makes me feel valued as a customer, puts a smile on my face and encourages me to visit again.” These “spontaneous” gifts are only half-spontaneous, as it turns out. Pret A Manger employees are allowed to give away a certain number of hot drinks and food items every week. Pret CEO Clive Schlee said of his staffers, “They will decide ‘I like the person on the bicycle’ or ‘I like the guy in the tie’ or ‘I fancy that girl or that boy.’ It means 28% of people have had something free.” Think on that. Almost a third of customers have gotten something free at least once. (Probably more than once, if they have dimples.) Other retail chains provide discounts or freebies to customers who use loyalty cards, of course, but Schlee told the Standard newspaper he rejected that approach: “We looked at loyalty cards but we didn’t want to spend all that money building up some complicated Clubcard-style analysis.” This is ingenious. Pret A Manger has restored the surprise and humanity to perks that, in a loyalty card scheme, would have been systematized. Note that the giveaways are satisfying for the staff as well as the customers. In an industry where rules tend to govern every employee behavior, it’s a relief for employees to be given some discretion: Hey, every week, give away some stuff to whomever you like. It broke the script for them, too. In the service business, a good surprise is one that delights employees as well as customers.

30% more of the workforce is satisfied when there’s even an informal recognition program in place. 75% of employees receiving at least monthly recognition (even if informal) are satisfied with their job. 79% of employees who quit their jobs cite a lack of appreciation as a key reason for leaving.

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Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

•​Communicating your purpose and values. Employees are inspired when they work in organizations whose purpose and values resonate with them. •​Providing meaningful work. Most employees want to work on projects that inspire them, align with what they are good at, and allow them to grow. •​Focusing your leadership team on people. How leaders relate to their employees plays a major role in how everyone feels about their workplace. •​Building meaningful relationships. When employees like the people they work with and for, they are more satisfied and more engaged in their work. •​Creating peak performing teams. People are energized when they work together effectively because teams achieve things that no one person could do on their own.

Janitorial cleaning has many benefits for businesses. By keeping your office or business clean, you can improve the health and safety of your employees and the appearance of your property. This blog post will discuss some of the top benefits of janitorial cleaning and how it can improve your business! What is Janitorial Cleaning? Janitorial cleaning is a professional cleaning typically performed by janitors or professional cleaners. This cleaning can involve everything from sweeping and mopping floors to cleaning bathrooms and kitchens. Businesses often hire janitorial cleaning services to keep their properties clean regularly. The Benefits of Janitorial Cleaning: Many benefits come along with janitorial cleaning, both for businesses and employees. Some of the top benefits include: Improved health and safety: One of the essential benefits of janitorial cleaning is enhanced health and safety for employees. Keeping your office or business clean can help prevent the spread of illness-causing bacteria and viruses. In addition, janitorial cleaning can help reduce the risk of slips, trips, and falls by keeping floors clean and free of debris. Improved appearance: Another benefit of janitorial cleaning is improved appearance. First impressions are essential; a clean office or business can make a good impression on customers, clients, and other visitors. A well-maintained property can also reflect positively on your company’s brand. Increased productivity: Janitorial cleaning can also lead to increased productivity in the workplace. Employees working in a clean and orderly environment tend to be more productive and efficient. Studies have shown that employees who work in clean offices are up to 15% more effective than those who work in cluttered or messy environments. Improved morale: Finally, janitorial cleaning can also improve employee morale. When employees feel good about their working environment, they are more likely to be happy and satisfied with their jobs. This, in turn, can lead to increased productivity and loyalty to your company. As you can see, many benefits come along with janitorial cleaning. If you want to improve your business, janitorial cleaning is a great place to start! Contact us at 954-341-4141 for more inforamtion.

The relationship between employer and employee is permeated by the same spirit of indifference. The word “employer” contains the whole story: the owner of capital employs another human being as he “employs” a machine. They both use each other for the pursuit of their economic interests; their relationship is one in which both are means to an end, both are instrumental to each other. It is not a relationship of two human beings who have any interest in the other outside of this mutual usefulness. The same instrumentality is the rule in the relationship between the businessman and his customer. The customer is an object to be manipulated, not a concrete person whose aims the businessman is interested to satisfy. The attitude toward work has the quality of instrumentality; in contrast to a medieval artisan the modern manufacturer is not primarily interested in what he produces; he produces essentially in order to make a profit from his capital investment, and what he produces depends essentially on the market which promises that the investment of capital in a certain branch will prove to be profitable.

I could read it so you don’t have to?” she offers, but I’m already halfway through. I start to read aloud. “ ‘I had this vision for creating a platform that would help people to connect and coalesce around the things that mattered most to them. It was a natural extension of what I’d been doing for years. People used to call me a humanist spirit guide—I guess that’s what I’m bringing to WAI now, just on a larger stage.’ “He doesn’t even mention us. Doesn’t say anything about how Jules and I dragged him kicking and screaming into this. I wanted to create a platform. Cyrus just wanted to baptize cats.” “To be fair, the Cat Baptism is one of the most shared rituals,” Destiny says, trying to lighten the tone. “Eight hundred thousand videos and counting.” I keep going. “ ‘I’m attracted to the solitary life, Jones says. You can imagine him in a monastery, although he’d have to cut off that halo around his head. In addition to creating a social network that millions of people are turning to for meaning and community, he is also taking care of his employees—he has just kicked off a mentorship program to give the women on his team the support they need to thrive in their roles.’ ” Destiny tells me to stop reading. “It’s just bullshit.” I take a shaky deep breath. “That’s my mentorship program,” I whisper. “Cyrus is telling them what he wants to hear. You and I both know that.” I’m stammering now, but I keep going. “ ‘He’s otherworldly but handsome in an almost comical way. His sentences are long, and when you’re in the middle of one, you wonder, where is this going? But he always manages to bring whatever he’s saying to a satisfying conclusion. Everything he says is mysterious and somehow obvious at the same time.’ ” At least this one is funny. I allow Destiny to laugh briefly. I get to the last line. “ ‘I have to say, I’m developing something of a crush.’ ” “Oh, for God’s sake, another woman in love with Cyrus. Take a number, sister.” Destiny leans over, reads the byline. “George Milos. Guess Cyrus appeals to all genders.” As we get up to leave, she says, “I don’t think Cyrus is a bad person. He’s just basking in a sea of adoration, and it makes him think more of himself than he should.” “Where does that leave me?” “You have a tough gig. No one wants to be married to the guy everyone thinks is going to save the world.

1. It should be clear, concise, and understandable. Dilbert defines a vision statement as a “long awkward sentence that demonstrates management’s inability to think clearly.” Make sure you prove the notorious cartoon character wrong. 2. It should communicate, in actionable ways, the things you need to do to satisfy, impress, and keep your customers. 3. It should be consistent with other things you tell employees about the organization’s mission, brand promise, and purpose. 4. It should pass the employee “snicker test”: Reading it, whether on paper or out loud, should help your people better understand what to do, how to do it, and why to do it, not make them giggle, guffaw, and roll their eyes heavenward. It’s important that the service vision be ambitious yet grounded in reality, and not written as if it’s an advertising slogan.

Blumenhaus Frei is a flower shop founded in 1985 that has had an excellent reputation throughout Switzerland for more than 30 years. The company is managed by its founders Johanna and Durs Frei. They have a competent and expert team of employees at their disposal to make sure their plants are the highest quality. The quality and freshness of our flowers and plants are the most important concerns for the company, and so they continue to do everything they can to satisfy their many customers.

I have witnessed the business of the family, and let it be known that I am more than satisfied with our performance. The inner and outer members of the family have honored our name, and our employees have behaved with dedication and loyalty. I could not be more pleased with how this family has conducted itself in my absence.

No child can avoid emotional pain while growing up, and likewise emotional toxicity seems to be a normal by-product of organizational life—people are fired, unfair policies come from headquarters, frustrated employees turn in anger on others. The causes are legion: abusive bosses or unpleasant coworkers, frustrating procedures, chaotic change. Reactions range from anguish and rage, to lost confidence or hopelessness. Perhaps luckily, we do not have to depend only on the boss. Colleagues, a work team, friends at work, and even the organization itself can create the sense of having a secure base. Everyone in a given workplace contributes to the emotional stew, the sum total of the moods that emerge as they interact through the workday. No matter what our designated role may be, how we do our work, interact, and make each other feel adds to the overall emotional tone. Whether it’s a supervisor or fellow worker who we can turn to when upset, their mere existence has a tonic benefit. For many working people, coworkers become something like a “family,” a group in which members feel a strong emotional attachment for one another. This makes them especially loyal to each other as a team. The stronger the emotional bonds among workers, the more motivated, productive, and satisfied with their work they are. Our sense of engagement and satisfaction at work results in large part from the hundreds and hundreds of daily interactions we have while there, whether with a supervisor, colleagues, or customers. The accumulation and frequency of positive versus negative moments largely determines our satisfaction and ability to perform; small exchanges—a compliment on work well done, a word of support after a setback—add up to how we feel on the job.28

Some of these tasks are interesting. Tinkering with machines is fun. Marketing decisions, especially how to manage the Web site and AdWords, are an intellectual challenge. Some are unpleasant but lead to a satisfying conclusion, like nagging customers for past-due payments. (They've always paid me, eventually.) Some are frightening, I can change an employee's life with my decisions about pay rates and whether to hire and fire. And many are just aggravating: the taxes, insurance purchases, legal issues, and some of the employee interactions. Each layer of government, each enormous and indifferent private bureaucracy, requires its own special knowledge: the right form filled out the correct way and filed at the right time. Learning how to complete on type of tax filing tells you nothing whatsoever about how to fill out the next form. One health insurer presents a quote one way, another in an entirely different way, and both require extensive study to determine the best choice. It's like stepping back to an old, old world where every tree, every rock, every stream is inhabited by its own resident spirit, and each needs to be mollified in the correct manner. Or very bad things happen. I didn't start my company to do any of this. I had no idea, when I decided that I would make furniture in exchange for money, that this was in my future. And the strange universe of administration expands as the company grows.

Caroline’s project faces extreme uncertainty: there had never been a volunteer campaign of this magnitude at HP before. How confident should she be that she knows the real reasons people aren’t volunteering? Most important, how much does she really know about how to change the behavior of hundreds of thousand people in more than 170 countries? Barlerin’s goal is to inspire her colleagues to make the world a better place. Looked at that way, her plan seems full of untested assumptions—and a lot of vision. In accordance with traditional management practices, Barlerin is spending time planning, getting buy-in from various departments and other managers, and preparing a road map of initiatives for the first eighteen months of her project. She also has a strong accountability framework with metrics for the impact her project should have on the company over the next four years. Like many entrepreneurs, she has a business plan that lays out her intentions nicely. Yet despite all that work, she is—so far—creating one-off wins and no closer to knowing if her vision will be able to scale. One assumption, for example, might be that the company’s long-standing values included a commitment to improving the community but that recent economic trouble had resulted in an increased companywide strategic focus on short-term profitability. Perhaps longtime employees would feel a desire to reaffirm their values of giving back to the community by volunteering. A second assumption could be that they would find it more satisfying and therefore more sustainable to use their actual workplace skills in a volunteer capacity, which would have a greater impact on behalf of the organizations to which they donated their time. Also lurking within Caroline’s plans are many practical assumptions about employees’ willingness to take the time to volunteer, their level of commitment and desire, and the way to best reach them with her message. The Lean Startup model offers a way to test these hypotheses rigorously, immediately, and thoroughly. Strategic planning takes months to complete; these experiments could begin immediately. By starting small, Caroline could prevent a tremendous amount of waste down the road without compromising her overall vision. Here’s what it might look like if Caroline were to treat her project as an experiment.

Not surprisingly, nearly all Greeks think poorly of their public administration. In a 2012 EU survey, 96 percent of polled Greeks characterized it as “bad”—the worst result in the EU. The sentiment is so pervasive that one can assume most of the public administrators share it. The poll result was similar in the years preceding the financial crisis, and therefore cannot be attributed to subsequent cuts in services. Despite Greeks’ dissatisfaction with the way their government works, public employees in the decade leading up to the crisis received very large pay raises. During that time, public sector wages per employee grew by over 100 percent, near the highest increase in the eurozone, according to a report published by the European Central Bank. By contrast, in Germany, where people were satisfied with the way the state bureaucracy functioned, public wages grew around 13 percent. (That low rate, when one factors in inflation, essentially meant a pay cut.) Greek civil servants also received an array of benefits that sweetened their jobs. Until 2013, when the Greek government put an end to it, those working in front of computers—a condition considered a hardship—received an extra six days off a year in order to provide them some relief.

Learn about Public Service Loan Forgiveness The PSLF Program (Public Service Loan Forgiveness) encourages people to proceed and continue their participation in public service careers. In this program, eligible individuals are entitled for forgiveness of their remaining balance that is due on their federal student loans. However, they may only qualify if they were able to make 120 payments on these loans, which are under a particular repayment plan. These individuals also have a full-time employment status from public service companies, so they may qualify for the PSLF. Let’s discuss Public Service Loan Forgiveness with The Student Loan Help Center Team. How to Obtain Remaining Balances on Direct Loans If you want to have remaining balances on your direct loans forgiven through the PSLF, you must be able to make 120 monthly payments on direct loans. Furthermore, these payments should be full and made on time. Another important qualification is securing the payment after October 1, 2007. When you make these monthly payments, keep in mind that you should be a full-time employee at any accredited public service company. Important Details about Eligible Loans for Forgiveness As The Student Loan Help Center CEO Bruce Mesnekoff Said Loans that are eligible for the PSLF program are those you have received from a direct loan. On the other hand, Perkins Loans, Federal Family Education Loans (FFEL) and other types of student loans are not valid for PSLF. If you have an existing Perkins loan or FFEL, you have the option to consolidate these into direct consolidation loans, so you may avail of the outstanding benefits offered by the PSLF. Make sure, though, that the payments made on the new loan will be counted toward your payment requirement, which will last for 120 months. Facts about Qualifying Repayment Plans You will be able to maximize your benefits from the PSLF by repaying loans on the IBR (Income Based Repayments) or the ICR (Income Contingent Repayments. These plans enable you to qualify for the PSLF program. The 10-year repayment plan also qualifies you for the PSLF, as well as other plans where the monthly payment you make is equivalent or more than what you are required to pay under the standard 10-year repayment scheme. Before you decide on the best repayment scheme for paying off your direct loans, make sure you are aware of the costs and implications of such decision. When you extend the period in securing your payments for PSLF qualifying payments, you can reduce the remaining balance on your loan when you satisfy all the eligibility requirements for the PSLF program. Moreover, you will have zero balance on loans to be forgiven when you are able to make all 120 monthly payments through the 10 year standard repayment scheme. You can expect a great reduction on your monthly payments under the ICR or IBR plans, as compared to other qualifying repayment options for the PSLF program. Moreover, the repayment term is likely to extend. With a longer period in repaying your loans, you can expect additional interest to accumulate on your loan. Keep in mind, though, that your inability to meet the PSLF requirements will entitle you to pay off the entire loan balance, as well as the accrued interest.

Uncomplicated Systems Of giftcity - A Background The sort of present you give can have an enduring impression on the receiver. Gift will make a person feel special so it is important that when selecting a gift, you must always keep the receiver in mind. Gift has the power to keep up it for a long time and to develop relationship that is powerful. Particularly in the corporate world, a a happy customer or a partner that is satisfied can have an enormous impact on the business. Thus, when picking corporate gift, one must be attentive and be diplomatic as well. Firms organises occasions and events to market their services and products. During such occasions, corporate gifts Singapore can play an enormous part in attracting more customers and keep up the old ones. Companies can emboss the presents reach to more individuals and they give away to further their advertisement with company emblems. Inexpensive gift item like pencils mugs bags etc are perfect for such giveaways they not only promote the company but also bring more customers company may also organize Corporate Gifting such as jewellery branded goods electronics and gadgets etc for significant occasions giveaways to high achievers for the company or business associates. Some of the things proposed by Giftcitysingapore are leather goods, branded wristwatches, kitchenwares, gadgets and electronic good etc are perfect for corporate gifts. Such expensive items can be given on particular company's occasion and occasions. Depending on the occasion and recipients corporate gifts can be chosen. One should also keep in your mind not to tarnish the company's persona with affordable presents for special occasions when choosing corporate gifts. Latest gadgets and electronic devices makes wonderful gifts for family members and friends, the exact same thought can be used on corporate gift ideas. Everyone will appreciate being gifted with the most recent gadget in the industry. Present city website has also implied that electronic devices and gadgets are perfect corporate gifts. Gadgets and electronic devices even have practical use consequently most firms regularly give away such expensive gifts to valued employees and clients.

The YMCA had spent millions of dollars building weight rooms and yoga studios. When the surveys were analyzed, however, it turned out that while a facility’s attractiveness and the availability of workout machines might have caused people to join in the first place, what got them to stay was something else. Retention, the data said, was driven by emotional factors, such as whether employees knew members’ names or said hello when they walked in. People, it turns out, often go to the gym looking for a human connection, not a treadmill. If a member made a friend at the YMCA, they were much more likely to show up for workout sessions. In other words, people who join the YMCA have certain social habits. If the YMCA satisfied them, members were happy. So if the YMCA wanted to encourage people to exercise, it needed to take advantage of patterns that already existed, and teach employees to remember visitors’ names. It’s a variation of the lesson learned by Target and radio DJs: to sell a new habit—in this case exercise—wrap it in something that people already know and like, such as the instinct to go places where it’s easy to make friends. “We’re cracking the code on how to keep people at the gym,” Lazarus told me. “People want to visit places that satisfy their social needs. Getting people to exercise in groups makes it more likely they’ll stick with a workout. You can change the health of the nation this way.

The relations outlined on an organization chart provide a framework within which fuller and more spontaneous human behavior takes place. The formal system may draw upon that behavior for added strength; it will in its turn be subordinated to personal and group egotism. Every official and employee will try to use his position to satisfy his {9} psychological needs. This may result in a gain for the organization if he accepts its goals and extends himself in its interests. But usually, even in the best circumstances, some price is paid in organizational rigidity.

A satisfied employee is happy with their workplace as a whole, so you won’t get anywhere if you solve the problems with bandaids. Many

One unexpected finding is that there is a clear relationship between years of experience and happiness at work. In short, older workers tend to be less satisfied. For example, a one‐year increase in years of experience is associated with a 0.6‐point decrease in overall employee satisfaction, after controlling for all other factors. This might reflect learning about the quality of work environments over time. Or perhaps workers become more jaded with their employer as they progress throughout their career.1

Judith Rollins (1985) contends that what makes domestic work more "profoundly exploitative than other comparable occupations" is the precise element that makes it unique: the personal relationship between employer and employee. Rollins reports that employers do not rank work performance as their highest priority in evaluating domestic workers. Rather, the "personality of the worker and the kinds of relationships employers were able to establish with them were as or more important considerations". Deference mattered, and those women who were submissive or who successfully played the role of obedient servant were more highly valued by their employers, regardless of the quality of the work performed. When domestic worker Hannah Nelson reports, "Most people who have worked in service have to learn to talk at great length about nothing," she identifies the roles domestics must play in order to satisfy their employers' perceptions of a good Black domestic.

I measure “success” by my least happy employee. A satisfied employee is great, but a disgruntled employee is a sign of work to do!

The physical benefits of taking time off are substantial. A study sponsored by the Heart, Lung, and Blood Institute at the National Institute of Health followed, over a nine-year period, twelve thousand men who had a high risk for coronary heart disease. The study found that those who took frequent annual vacations were 21 percent less likely to die from any cause and were 32 percent less likely to die from heart disease.14 According to a Gallup study, people who always make time for regular vacations had a 68.4 score on the Gallup-Healthway Well-Being Index, in comparison to a 51.4 Well-Being score for less frequent travelers.15 Professional services firm Ernst & Young conducted an internal study of its employees and found that, for each additional ten hours of vacation employees took, their year-end performance ratings improved 8 percent.16 One study found that three days after vacation, subjects’ physical complaints, quality of sleep, and mood had improved as compared to before vacation.17 And, vacations are good for relationships, too. A study published in the Wisconsin Medical Journal found that women who took vacations were more satisfied with their marriages.18

Grove was fascinated to find that some people, with no prompting, were consistently driven to “try to test the outer limits of their abilities” and achieve their “personal best.” These employees were a manager’s dream; they were never self-satisfied. But Grove also understood that not everyone was a natural-born achiever. For the rest, “ stretched” goals could elicit maximum output: “Such goal setting is extremely important if you want peak performance from yourself and your subordinates.

Mr. Vitale is just one of those people who’s never satisfied with anything. All the employees in the building cower in fear whenever he’s near. I should’ve known I was in trouble when I got promoted and the admin team gave me looks of pity as if I was on death row.

You are always right when satisfying a guest.” If you come late or miss a meeting because you’re trying to serve a guest, you’re exonerated. If you decide to buy something from the gift shop to placate an upset guest, you are not going to be reprimanded for spending too much. A value statement like this clearly empowers people to say Yes to a guest’s request instead of passing the decision up the line to a supervisor. And it’s on the wall backstage for all employees to read day in and day out.

No growth decisions should damage the most important sources of sustainable, profitable growth: loyal and satisfied customers and happy and inspired employees.

Employees are not productive because they are satisfied; they are satisfied because they are productive. High satisfaction is the result of high performance, not the cause of it.

New York City’s fiscal health was no better than the state of its subways. Lindsay and the city comptroller, Abe Beame, were engaging in a series of fiscal gimmicks to keep the city’s operating and capital budgets afloat. They were trying to satisfy too many constituents by undertaking ambitious capital projects, minimizing fare increases, and providing some of the most generous pension benefits in the nation to municipal employees. Government agencies have two types of budgets: operating budgets and capital budgets. The operating budget pays for day-to-day expenses such as salaries, pensions, and office supplies, as well as ongoing maintenance and basic repairs, such as cleaning buses and filling potholes. The capital budget funds the construction and rehabilitation of the city’s infrastructure and facilities.

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!

One way to level across groups is to hold a regular promotions council that reviews every significant promotion in the company. When a manager wishes to promote an employee, she will submit that employee for review with an explanation of why she believes her employee satisfies the skill criteria required for the level. The committee should then compare the employee with both the level’s skill description and the skills of the other employees at that level to determine whether to approve the promotion.

With a StoryBrand-inspired narrative, ordinary jobs become extraordinary adventures. With a unifying BrandScript, the above story would have gone more like this: Before even applying for a job, the prospective employee has already heard the buzz on the street about this cool company. It’s somehow more alive. The people who work there love it and so do their customers. They exude a sense of competence within their industry as well as across the community in general. Their leaders are respected. Even their former employees talk about it with a hint of sentimental longing. On the list of ideal places to work, there are few that compare. During the first interview, the candidate starts to understand where the buzz has been coming from. The hiring manager describes the company the way you might describe Lewis and Clarke preparing to tame the western frontier. There are interesting characters whose lives have led them to this place. Business goals sound like plot twists. There are mountains to climb and rivers to cross. There are storms to weather, bears to hunt, and treasure to find. The hiring manager is visibly excited as she walks effortlessly through the seven categories of the company’s narrative. But not just anyone gets selected for this expedition. The employees of this company aren’t trying to be snobs; they’re just staying true to the story they’re following and they don’t want to compromise the plot. If you happen to be selected, it’s because destiny basically demands it. Instantly the candidate’s concept of work shifts up a level. It’s no longer just about what he can get out of it. It’s also about who he will become if he’s allowed to enter the story. He senses that working for this company will transform him. By the second and third interviews, the candidate has met most of the team and even been interviewed by them. Everyone he meets tells the exact same story he heard on the street and in the first interview. The story is growing on him. He realizes he needs to be part of a story like this to be fully satisfied in life. We all do. Finally, his first day on the job arrives, and the onboarding experience is more like being adopted than getting hired. He spends quality time with a facilitator who takes a small, new team through a curriculum explaining the story of their customer and how the company positions themselves as the guide in their customers’ story. Amazingly, the onboarding is more about the company’s customers than it is about the company itself. This organization loves their customers and is obsessed with seeing them win the day. Finally, the new employee discovers the secret. These people are here to serve a customer they love.

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By focusing on our spiritual power, we can change our bottom line from pure profit to one that includes compassion. We don’t need to get rid of profit. Compassion can bring financial and political success. I believe it is simply good business to include in our definition of the bottom line a consideration of all the effects we have on one another and on the planet. Businesses that intelligently combine profit making with integrity and concern for the world have happier employees and more satisfied customers, while making more money.

A good leader knows that only committed employees run an organisation. They also are aware of the fact that only satisfied customers bring good business.

Mansha group is a rapidly developing real estate company in Faridabad. If you want to buy your dream commercial projects in Faridabad, this is the perfect platform for you. The employees of Mansha group have years of experience and will help in every way until you get satisfied with your investment.

creation of a team of nine design-thinking coaches—“innovation catalysts”—from across Intuit who were made available to help any work group create prototypes, run experiments, and learn from customers. The process includes a “painstorm” (to determine the customer’s greatest pain point), a “sol-jam” (to generate and then winnow possible solutions), and a “code-jam” (to write code “good enough” to take to customers within two weeks). Design for Delight has enabled employees throughout Intuit to move from satisfying customers to delighting them.

Far from crumbling, as some businesses are, our companies thrive. Honest wages and adequate benefits produce loyal employees. Loyal employees produce satisfied customers.

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