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Employee Quotes

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Employee Quotes

“We are slaves in the sense that we depend for our daily survival upon an expand-or-expire agro-industrial empire—a crackpot machine—that the specialists cannot comprehend and the managers cannot manage. Which is, furthermore, devouring world resources at an exponential rate. We are, most of us, dependent employees. …Edward Abbey (1927-1989)”

“You do not know me, but I am a juvenile delinquent. I do not trust authority figures, I probably will not graduate from high school, and statistics say my present rowdiness and vandalism will likely lead to more serious crimes. I am a dangerous fellow, and I am causing mayhem in this store. [...] There. I have now shamelessly destroyed the symmetry of this shelf, undoing hours of labor by underpaid store employees. If you could see me, you would be frightened.”

“You did what you were told or you didn't get paid, and if things went wrong it wasn't your problem. It was the fault of whatever idiot has accepted this message for sending in the first place. No one cared about you, and everyone at headquarters was an idiot. It wasn't your fault, no one listened to you. Headquarters had even started an Employee of the Month scheme to show how much they cared. That was how much they didn't care.”

“The schoolmaster is the person who takes the children off the parents' hands for a consideration. That is to say, he establishes a child prison, engages a number of employee schoolmasters as turnkeys, and covers up the essential cruelty and unnaturalness of the situation by torturing the children if they do not learn, and calling this process, which is within the capacity of any fool or blackguard, by the sacred name of Teaching.”

“Life always gives us exactly the teacher we need at every moment. This includes every mosquito, every misfortune, every red light, every traffic jam, every obnoxious supervisor (or employee), every illness, every loss, every moment of joy or depression, every addiction, every piece of garbage, every breath. Every moment is the guru.”

“...[D]ivision of labor, in my mind, is one of the dangers of work-based technology. Modern IT infrastructure allows us to break projects into very small, discrete parts and assign each person to do only one of the many parts. In so doing, companies run the risk of taking away employees' sense of the big picture, purpose, and sense of completion.”

“Do you know where Jason is?” she asked Dmitri when they exited the morgue. Dmitri pressed the car remote to unlock the flame red Ferrari parked in the employees-only lot. “Tired of your Bluebell already?” A tendril of champagne circled around her senses, cut with something far harder. Never had she felt that harsh edge in Dmitri’s scent. She pitied the woman he took to his bed today. “Yeah, that’s it. I’m building a harem.”

“Maybe I'm missing something, but I don't rightly see how somebody who claims to have had -What'd you say? One partner?-can be welled trained." He had a point. Her brain clicked away. "I was referring to the instructional videotapes my agency has all its new employees watch." "They train you by watching videos?" His eyes narrowed reminding her of a hunter looking down a gun sight,"Now, ain't that interesting." She felt a little surge of pleasure as her child lost another few points on the Iowa Test of Basic Skills. Even a computer couldn't have picked a more perfect match.”

“What a fate: to be condemned to work for a firm where the slightest negligence at once gave rise to the gravest suspicion! Were all the employees nothing but a bunch of scoundrels, was there not among them one single loyal devoted man who, had he wasted only an hour or so of the firm's time in the morning, was so tormented by conscience as to be driven out of his mind and actually incapable of leaving his bed?”

“I'm glad you came here and got the help you needed," Neil says, and he shakes my hand in that way that people do in here to remind themselves that you're the patient and they're the doctor/volunteer/ employee. They like you, and they genuinely want you to do better, but when they shake your hand you feel that distance, that slight disconnect because they know that you're still broken somewhere, that you might snap at any moment.”

“You can make more friends in two months by becoming interested in other people than you can in two years by trying to get other people interested in you.”

“• People deserve a break. The stressed and unorganized person who doesn’t have the same priorities as you may be dealing with an autistic child, abusive spouse, fading parents, or cancer. Don’t judge people until you’ve walked a mile in their shoes. Give them a break instead.”

“If you have more than one reason to do something (choose a doctor or veterinarian, hire a gardener or an employee, marry a person, go on a trip), just don’t do it. It does not mean that one reason is better than two, just that by invoking more than one reason you are trying to convince yourself to do something. Obvious decisions (robust to error) require no more than a single reason.”

“In the first study, Grant and his colleagues analyzed data from one of the five biggest pizza chains in the United States. They discovered that the weekly profits of the stores managed by extroverts were 16 percent higher than the profits of those led by introverts—but only when the employees were passive types who tended to do their job without exercising initiative. Introverted leaders had the exact opposite results. When they worked with employees who actively tried to improve work procedures, their stores outperformed those led by extroverts by more than 14 percent.”

“...remember the dangers of the New Groupthink. If it's creativity you're after, ask your employees to solve problems alone before sharing their ideas. If you want the wisdom of the crowd, gather it electronically, or in writing, and make sure people can't see each other's ideas until everyone has had a chance to contribute.”

“The English language needs a word for that feeling you get when you badly need help, but there is no one you can call because you're not popular enough to have friends, not rich enough to have employees, and not powerful enough to have lackeys. It is a very distinct cocktail of impotence, loneliness and a sudden stark assessment of your non-worth to society? Enturdment?”

“You have to look at leadership through the eyes of the followers and you have to live the message. What I have learned is that people become motivated when you guide them to the source of their own power and when you make heroes out of employees who personify what you want to see in the organization.”

“Nothing else can quite substitute for a few well-chosen, well-timed, sincere words of praise. They're absolutely free and worth a fortune”

“Always treat your employees exactly as you want them to treat your best customers.”

“We needed to be uncompromising with our workforce, to expect 100 percent of our employees to comply 100 percent of the time with complex and ever-changing government mandates. Striving to comply with every law does not mean agreeing with every law. But, even when faced with laws we think are counter-productive, we must first comply. Only then, from a credible position, can we enter into a dialogue with regulatory agencies to demonstrate alternatives that are more beneficial. If these efforts fail, we can then join with others in using education and/or political efforts to change the law.”

“Contrast 1968, when the CEO of General Motors took home, in pay and benefits, about sixty-six times the amount paid to a typical GM worker. Today the CEO of Wal-Mart earns nine hundred times the wages of his average employee. Indeed, the wealth of the Wal-Mart founder's family in 2005 was estimated at about the same ($90 billion) as that of the bottom 40% of the US population: 120 million people.”

“There are only three measurements that tell you nearly everything you need to know about your organization's overall performance: employee engagement, customer satisfaction, and cash flow...It goes without saying that no company, small or large, can win over the long run without energized employees who believe in the mission and understand how to achieve it.”

“Research indicates that workers have three prime needs: Interesting work, recognition for doing a good job, and being let in on things that are going on in the company.”