Endnotes

2. We try to present quantitative information in a way that will make sense to readers unfamiliar with, or not particularly interested in, complicated statistical analyses. The latter are primarily “multivariate” analyses through which a number of variables are manipulated simultaneously. We employ such analyses in most of our work—especially multiple regression analysis and structural equation modeling—but reserve reporting and discussing them for other researchers. A major benefit of those analyses is to test the conclusions we reach with simpler methods, such as whether the correlation between two variables holds up when other variables are added. Most of the statistical results shown in this book have been subjected to these tests. We have been unable to do this when the data did not lend themselves to it, such as a number of the relationships with objective performance measures. In those instances, the quantity of units for which measures were available for all of the variables was insufficient.

3. Likert, R. The Human Organization, New York: McGraw Hill, 1967; Maslow, A. H., Motivation and Personality. New York: Harper and Row, 1954; Mayo, E. The Human Problems of an Industrial Civilization, New York: Macmillan, 1933; McClelland, D.C., Personality, New York: Dryden Press, 1951; McGregor, D., The Human Side of Enterprise, New York: McGraw-Hill, 1960.

2. Gross and Scott. “Proceeding with Caution.” Time. July 16, 1990.

3. O’Toole. J., et al. “Work in America: Report of a Special Task Force to the Secretary of Health, Education, and Welfare.” MIT Press. Cambridge, USA. 1973.

4. Herzberg, F., Mausner, B., and Snyderman, B. The Motivation to Work. Wiley. New York. 1959.

5. Rothschild, E. “GM in More Trouble.” New York Review of Books. March 23, 1972.

6. AARP. 2007. “Leading a Multigenerational Workforce.” AARP Report.

7. Krywulak, T. and Roberts, M. November 2009. “Making the Most of Generational Differences and Similarities in the Workplace.” The Conference Board of Canada.

8. Jennifer J. Deal. 2007. “Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground.” Jossey-Bass and CCL.

9. Ibid.

10. Krywulak, T. and Roberts, M. November 2009. “Making the Most of Generational Differences and Similarities in the Workplace.” The Conference Board of Canada. Page 8.

11. Ibid., page 54.

12. Ibid., page 27.

13. Ibid., page 50.

14. Jennifer J. Deal. 2007. “Retiring the Generation Gap: How Employees Young and Old Can Find Common Ground.” Jossey-Bass and CCL. Page 212.

15. Ibid., page 213.

16. Equity has been studied by one group of organization psychologists under the designation “organization justice.” The researchers make a host of fine distinctions between different forms of justice—much more than we feel important for our argument or managers’ practical use—but their basic conclusions are the same as ours: a feeling of being treated fairly is extremely important for workers and for their contribution to the organization. For an overview of the research, see Colquitt, J. A., Conlon, D.E., Wesson, M. J., Porter, C., Yee Ng, K. (2001). See also: “Justice at the Millennium: A Meta-Analytic Review of 25 Years of Organizational Justice Research.” Journal of Applied Psychology, 86, 425–445.

17. The correlations with camaraderie tend to be lower than that with achievement largely because of a technical reason—namely, the significantly smaller variance in response to the camaraderie question.

18. Sara Hottman. 2008. “Rethinking Minority Business.” Inc.com website.

2. Coleman, D. (1998). Working with Emotional Intelligence. New York: Bantam Books.

3. Achstatter. G. As quoted in “Honesty.” Investor’s Business Daily, found at www.mta.net/other_info/ethics/perspectives/perspectives_stories/honesty.htm.

4. Kruse, K. May 22, 2012. “What Is Employee Engagement?” Forbes.com.

5. Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Boston, Massachusetts: Harvard Business School Press.

6. Moore, T. 2011. “Investing in the ‘100 Best’ Beats the Market, Hands Down.” CNN/Money Online.

7. Sirota Consulting, LLC. (2003). Unpublished analysis of the relationship between employee satisfaction and defect rates of the Credit and Risk Group of a large financial institution.

8. See, for example, Rucci, A. J., Kirn, S. P., and Quinn, R. T. (1998). “The Employee-Customer-Profit Chain at Sears.” Harvard Business Review, (76), 82–97.

9. Smith, S. B., Del Duco, S. M., and Mischkind. L. A. “The Impact of Social/Cultural Factors on Tornado Warning Performance.” Presented at the Society for Industrial and Organizational Psychology 18^th Annual Conference, Orlando, Florida (April 12, 2003).

10. Boehm, J. K., Lyubomirsky, S. (2008). “Does Happiness Promote Career Success?” Journal of Career Assessment. 16, 101.

11. Crowley, M. C. February 22, 2013. “The Proof Is in the Profits: America’s Happiest Companies Make More Money.” Fast Company website.

12. For example, see Simon, D., Gomez, M. I., McLaughlin, E. W., and Wittink, D. R. (2009). “Employee Attitudes, Customer Satisfaction, and Sales Performance: Assessing the Linkages in US Grocery Stores.” Managerial & Decision Economics, 30, 27–41; Eskildsen, J. J., and Dahlgaard, J. J. (2000). A causal model for employee satisfaction. Total Quality Management, 11, 1081–1094; Maister, D. H. (2001). Practice What You Preach. The Free Press: New York; Oliver, J. (1998, March 1). “Invest in People and Improve Profitability and Productivity.” Retrieved from www.managementtoday.co.uk/news/411393/; Ostroff, C. (1992). “The Relationship Between Satisfaction, Attitudes, and Performance: An Organizational Level Analysis.” Journal of Applied Psychology, 77, 963–974; Schneider, B., Hanges, P. J., Smith, D. B., and Salvaggio, A. N. (2003). “Which Comes First: Employee Attitudes or Organizational Financial and Market Performance?” Journal of Applied Psychology, 88, 836–851. Black and Scherbaum. April 2007. “Exploring Financial and Managerial Determinants of Employee Engagement.” Accepted and presented at the 2007 Society for Industrial and Organizational Psychology Annual Conference.

13. For example, see Reichheld, F. F. (2001). Loyalty Rules! How Today’s Leaders Build Lasting Relationships. Boston, Massachusetts: Harvard Business School Press; Reichheld, F. F. (1996). The Loyalty Effect. Boston, Massachusetts: Harvard Business School Press.

2. Reichheld, F. F. (1996). The Loyalty Effect. Boston, Massachusetts: Harvard Business School Press.

3. Pfeffer, J. (1998). The Human Equation: Building Profits by Putting People First. Boston, Massachusetts: Harvard Business School Press.

4. Cascio, W. (1993). “Downsizing: What Do We Know? What Lessons Have We Learned?” Academy of Management Executive. 7(1), 95–104; Lehrer, S. (1997). “Effectively Coping with Downsizing.” The Government Accountants Journal. p. 12–13; Cascio, W. F., Young, C. E., and Morris, J. R. (1997). “Financial Consequences of Employment-Change Decisions in Major U.S. Corporations.” Academy of Management Journal, 40(5), 1175–1189; Hitt, M., Keats, B., Harback, H., and Nixon, R. (1994). “Rightsizing: Building and Maintaining Strategic Leadership and Long-Term Competitiveness.” Organizational Dynamics, 23(2), 18–32.

5. Thurow, L (2001, March 21). “Worst News on Layoffs Lies Ahead.” USA Today, p. 15A.

6. Sharplin, A. D. “The Lincoln Electric Company. Case Study,” in: G. A. Steiner, J. B. Miner, and E. R. Gray. Management Policy and Strategy: Text, Readings, and Cases. Macmillan, New York, 1982, pp. 958–980.

7. Iverson, K. “How Nucor Works.” New Steel. November 1997. As cited in Plain Talk: Lessons from a Business Maverick, by Nucor Chairman Ken Iverson, with Tom Varian. John Wiley & Sons, Inc. New York.

8. Kiger, J., Hansel, J., March 12, 2009. “Mayo Says No Layoffs Are Planned.” PostBulletin.com.

9. Fortune. 2002. “100 Best Companies to Work For” report.

10. Ibid.

11. Business for Social Responsibility (2001). Downsizing: Layoffs/Closings. Retrieved from www.bsr.org.

12. As reported on WKPRC. See Click2Houston.com. “Thousands Furloughed at Continental Airlines—International Layoffs Still to Come.” Posted: 1:13 P.M. CDT, September 21, 2001.

2. Pfeffer, J. The Human Equation. Boston: Harvard Business School Press. 1998, p. 200.

3. Harbour Report, 2006.

4. Abowd, Kramarz and Moreau. “Product Quality and Worker Quality,” NBER Working Paper # w5077, 4/95; “Policy Brief—Prevailing Wage Laws.” January 7, 2000; found at www.lbo.state.oh.us.

5. Clark, Kenneth and Miriam (1996). Choosing to Lead. Center for Creative Leadership, pages 58-59.

6. Zimmerman, Ann. May 18, 2011. “Costco’s Dilemma: Be Kind to Its Workers, or Wall Street?” In HireCentrix.

7. Shapiro, N. December 15, 2004. “Company for the People.” SeattleWeekly.com.

8. Coleman-Lochner, Lauren. August 2006. “Wal-Mart Stores to Increase Starting Pay Rates (Update3).” Bloomberg.

9. ADP Research Institute. 2012. 2012 Study of Large Employer Health Benefits Benchmarks for Companies with 1,000+ Employees. APD.com/Research.

10. Greenhouse and Barbaro. October, 2005. Wal-Mart Memo Suggests Ways to Cut Employee Benefit Costs. New York Times online.

11. Carmichael, Evan. “Respect Can Reel in Greater Returns.” Evancarmichael.com.

12. Hellriegel and Slocum, 2010. “Organizational Behavior,” South-Western Cengage Learning, p. 389.

13. Kagarise, Warren. 2011. “Jim Sinegal to Retire as Costco CEO.” Issaquahpress.com.

14. Lawler III, E. E (1998). “Lawler in Strategic Pay.” The Journal of the Minerals, Metals and Materials Society, 50, 11, pages 57, 80.

15. Whyte, W. F. Money and Motivation: An Analysis of Incentives in Industry. New York: Harper and Row. 1955, pp. 41–44.

16. Our norm for attitudes on the fairness and accuracy of appraisals is 70 percent.

17. Lawler III, E. E. (1992). The Ultimate Advantage. San Francisco, CA: Jossey-Bass, page 177.

18. Lawler III, E. E (1998). “Lawler in Strategic Pay.” The Journal of the Minerals, Metals and Materials Society, 50,11, page 125.

19. Protsik, J. (1996). History of Teacher Pay and Incentive Reforms.” Journal of School Leadership, 6, 285–286.

20. Springer, Matthew G., Ballou, Dale, Hamilton, Laura, Le, Vi-Nhuan, Lockwood, J. R., McCaffrey, Daniel F., Pepper, Matthew, and Stecher, Brian M. 2010. “Teacher Pay for Performance: Experimental Evidence from the Project on Incentives in Teaching.” RAND Corporation.

21. Odden, A. (2000). “New and Better Forms of Teacher Compensation Are Possible.” Phi Delta Kappan. January: p. 1.

2. PWC Report. 2010. Health and Well-Being Touchstone Survey.

3. PBS Newsmaker Interview Air Date: October 26, 2011. Between Jerry Brown (host) and Bob King (UAW president).

4. Thomas Kaplan. August 16, 2011. “State Employees’ Union Accepts Wage and Benefits Concessions.” The New York Times online.

5. Towers Watson. 2010. Global Workforce Study.

6. Gallup Consulting Report. 2010. State of the American Workplace: 2008–2010.

7. Aon Hewitt. 2012. Trends in Global Employee Engagement Study.

8. Deal, Stawiski, and Gentry. 2010. “Employee Engagement: Has It Been a Bull Market?” Center for Creative Leadership. Greensboro, North Carolina.

9. Robert Half. 2010. “Workplace Redefined: Shifting Generational Attitudes During Economic Change.”

10. Some studies did find a morale improvement, but we found in a review of their research that they were not comparable to the research we have cited. For example, Boston Consulting Group in a 2010 report said that “employee engagement suffered during the past two years because of layoffs and other cutbacks.” But, as far as we can tell, this was from a survey of executives, not employees. What executives believe employees feel does not normally tell us very much about what employees actually feel. [Boston Consulting Group, Creating People Advantage (2010).]

11. Ross Douthat’s column. 10/1/2010. The New York Times online.

12. Brownstein, R. September 28, 2012. “Struggling to Advance.” National Journal.

13. Towers Watson. 2010. Global Workforce Study. For additional research data supporting the flight to preservation hypothesis, see:MetLife. 2011. 9^th Annual Survey Study of Employee Benefits Trends a Blueprint for the New Benefits Economy; Randstad Workmonitor. May–June 2012. Global Press Report. Trade Job Security.

14. Steve Nyce. February 2012. “American Workers Seek More Security in Retirement and Health Plans.” Towers Watson Insider, Volume 22, Number 2.

15. Towers Watson. 2011. Retirement Attitudes Survey.

2. Witness, for example, the characterization of Kathryn Jones in her March 2001 Texas Monthly “Biz” column, American Flyer: “Crandall was the hot-tempered, cutthroat CEO who built Fort Worth–based American into an industry juggernaut by the sheer force of his competitive thirst for blood. Nicknames like Fang and Darth Vader stuck for good reason.”

3. American Airlines was reported to have begun, after Robert Crandall left the company, a major initiative in its relationship with its employees, seeking a true “partnership”—rather than adversarial—relationship with them. “A Profile: American Airlines changes its business operation to move on workers’ ideas.” National Public Radio, All Things Considered, September 13, 2004.

4. See The Nordstrom Way: The Inside Story of America’s #1 Customer Service Company by Robert Spector and Patrick D. McCarthy. Also see Peters, Tom. Thriving on Chaos. Knopf, 1987, pp. 378–379.

5. Peters, T. J. and Austin, N.A. A Passion for Excellence. New York: Warner Books, 1985, p. 207.

6. Caudron, S. “The New Status Symbols.” Industry Week. 248, no. 12, June 21, 1999, p.44.

7. Peters, Tom. Thriving on Chaos. New York: Knopf, 1987, p. 381.

8. We say “typically,” because there are numerous variations on these practices for salaried employees. For example, in some organizations, a salaried employee can lose pay if he is absent beyond an allotted number of “sick” or “personal” days. Also, certain salaried employees—those whose work resembles that of hourly workers—are not exempted from the legal requirement to be paid overtime. Furthermore, we do not address the legal distinction between exempt and non-exempt workers. Although the U.S. fair labor laws tend to speak to the same kind of status distinction that we describe, the law’s purpose is to protect workers from owners who might otherwise impose harsh compensation rules based on arbitrary time restrictions and definitions. Here, we are concerned with the effect of maintaining wage status distinctions on the culture of the employment environment and, hence, on worker enthusiasm.

9. President’s message (Roger E. Benson). November 1999 (PEF web page).

10. Taken from the Sirota Consulting handbook.

11. Muoio, A. “The Truth Is, The Truth Hurts.” Fast Company Magazine. April 1998, Issue 14, p. 98.

12. A full treatment of Stack’s philosophy can be found in: Stack, J. and Burlingham, B. The Great Game of Business. New York: Doubleday and Company. 1994.

13. Peters, T. J., Waterman, R. H. Jr. (1982), In Search of Excellence. New York: Harper Row.

14. Sherman, Scott. “Stability: Donald Graham’s Washington Post.” Columbia Journalism Review. May/June 2002.

2. Collins, J. C., and Porras, J. I. (1994). Built to Last. New York: Harper Collins.

3. In their calculation, all dividends were reinvested and appropriate adjustments were made when the companies became available on the stock exchange.

4. Collins, J. C., and Porras, J. I. (1994). Built to Last. New York: Harper Collins.

5. Ibid, p. 57.

6. Ibid, p. 57.

7. Collins, J. C., and Porras, J. I. (1994). Built to Last. New York: Harper Collins. Chapter 3.

8. Waddock, S. A. and Graves, S. B. “The Corporate Social Performance-Financial Performance Link.” Strategic Management Journal. Vol. 18, No. 4, 1997 (p. 303–19).

9. Cited in Business for Social Responsibility Web site, White Paper, “Introduction to Corporate Social Responsibility.”

10. Jeff Frooman. “Socially Irresponsible and Illegal Behavior and Shareholder Wealth.” Business and Society. Vol. 36, No. 3, September 1997 (p. 221–249).

11. Ohnsman, A., Green, J., and Inoue, K. February 26, 2010. “Toyota Recall Crisis Said to Lie in Cost Cuts, Growth Ambitions.” Bloomberg.com.

12. LeBeau, Phil. November 26, 2012. “Toyota Is Back. Can It Stay on Top.” GlobalPost.com.

13. Knowledge at Wharton. 2/15/2012. “Patients Versus Profits at Johnson & Johnson: Has the Company Lost Its Way?” http://knowledge.wharton.upenn.edu/article.cfm?articleid=2943.

14. Smith, G., March 14, 2012, Op-Ed. The New York Times.

15. “O’Neill Looks to Repeat Alcoa Success at Treasury,” Leslie Wayne, New York Times Service, January 17, 2001.

16. Vogel, David. “Recycling Corporate Responsibility.” The Wall Street Journal. August 29, 2002 (in Manager’s Journal).

17. Kahaner, Larry. “How Their Mission Statement Helped Johnson & Johnson Survive the Tylenol Crisis.” www.kahaner.com, excerpted from Jones and Kahaner, Say It & Live It: 50 Corporate Mission Statements That Hit the Mark, First Edition. Currency Books, May 1, 1995.

18. The Malcolm Baldrige National Quality Award was created by Public Law 100–107, signed into law on August 20, 1987. The Award Program, which is responsive to the purposes of Public Law 100–107, led to the creation of a new public-private partnership. Principal support for the program comes from the Foundation for the Malcolm Baldrige National Quality Award, which was established in 1988.

19. Hude, Hal. “Quality in the Service Sector, Proceedings of the 1991 Making Statistics More Effective in Schools of Business (MSMESB),” The Wharton School, Univ. of Penn., 1991; See also Frederick Smith. “Customer Satisfaction: A Job That’s Never Really Done.” J.D. Power & Associates Customer Service Conference, November 13, 2003, Santa Monica, California.

20. Singhal, V. R. May 10, 2002. “TQM Significantly Boosts Bottom Line.” EFQM Excellence One Magazine.

2. One of the best known and instructive investigations of the effects of different leadership styles was conducted in the 1930s by Lippitt and White. Known as “Leadership and Group Life,” the study was conducted under the leadership of Kurt Lewin. The study involved directing groups of school children in the production of arts and crafts artifacts in four different clubs. They had three types of leaders assigned to them: 1) autocratic: aloof, used orders, no consultation with group; 2) democratic: offered guidance, encouraged group participation; 3) laissez-faire: gave knowledge but did not do much else. The results were that 1) authoritarian: two kinds of behavior: aggressive and apathetic. The aggressive kids were rebellious, demanding attention from the leader, and blaming each other when anything went wrong. Others were submissive. The group’s productivity overall was higher than the democratic group, but the quality was much poorer. 2) democratic: morale high; group members friendly; good relationship with leader; when leader left room, operated independently; fair amount of originality; and, although they produced less than the authoritarian group, the quality of production was much higher; 3) laissez-faire: was worst group with poorest productivity and quality; lowest morale; most demands placed on leader; least independent work; and, least cooperation. See Lewin, K., Lippit, R., and White, R. K. “Pattern of Aggressive Behavior in Experimentally Created Social Climate.” Journal of Social Psychology, 10 (1939): 271–299.

3. Lawler. The Ultimate Advantage (p. 33).

4. Morse, John J., and Lorsch, Jay W. Harvard Business Review. May 1970.

5. Pfeffer, J. (1994). “Competitive Advantage Through People.” Harvard Business School, 43.

6. Peters, T. (1987). Thriving on Chaos. New York: Alfred A. Knopf. 291.

7. Excerpted from Tom Peters Company website.

8. Tomasko, Robert M. Downsizing: Reshaping the Corporation for the Future. Amacom. 1987.

9. Derived from Drucker. The Practice of Management; Peters. Thriving on Chaos (p. 359); and Lawler. The Ultimate Advantage (p. 62).

10. For research evidence on SMTs, see Manz and Sims. Business Without Bosses: How Self-Managing Teams Are Building High- Performing Companies; Orsburn, J. D., Moran, L., Musselwhite, E., and Zenger, J. H. Self-Directed Work Teams. Homewood, Illinois: Business One Irwin, 1990; Katzenbach and Smith’s (1992); Katzenbach, J. R. and D. K. Smith. The Wisdom of Teams: Creating a High Performance Organization. Boston: Harvard Business School Press, 1992; Yeatts and Hyton, C. High-Performing Self-Managed Work Teams: A Comparison of Theory to Practice. Sage Publications Inc. 1998.

11. “I’d be the first to agree that if the performance level of (these) self-directed work teams were close to that of Toyota, then it would be worth sacrificing a little performance to have more fun at work—but it’s not close; it’s not even in the ballpark.” Interview with Dr. Paul Adler, Prof. at USC, by David Creeman, on HR.com, May 14, 2001.

12. Milkman, R. (1997). Farewell to the Factory: Auto Workers in the Late Twentieth Century. Berkeley, California: University of California Press.

13. The Profit Professionals of Business Solutions—The Positive Way. www.profitpro.us/profit__ideas.htm; see also the federal government’s User’s Guide to Successful Suggestion Programs, the Interagency Advisory Group Committee on Performance Management and Recognition, Suggestion Program Working Group, Office of Personnel Management (1995 Edition).

14. Katzenbach, J. R., and Smith, D. K. (1992). The Wisdom of Teams: Creating a High Performance Organization. Boston: Harvard Business School Press; Fandt, P. (1991). “The Relationship of Accountability and Interdependent Behavior to Enhancing Team Consequences.” Group and Organization Studies, 16(3), 300–312.

15. Clemmer, J. (1995). Pathways to Performance: A Guide to Transforming Yourself, Your Team, and Your Organization. Toronto: Macmillan Canada.

16. Allen, Thomas J. (1995). Information Technology and the Corporation of the 1990s: Research Studies. Oxford University Press, New York; Allen, Thomas J. (1984). Managing the Flow of Technology: Technology Transfer and the Dissemination of Technological Information Within the R&D Organization. Cambridge, MA: MIT Press. A Literature Review on Challenges of Virtual Team’s Leadership. HosseinGazor Journal of Sociological Research ISSN 1948-5468 2012, Vol. 3, No. 2.

17. Miller, C. C., and Perlroth, R. March 5, 2013. “Yahoo Says New Policy Is Meant to Raise Morale.” The New York Times online.

18. Miller, C. C., and Rampell, C. February 26, 2013. “Yahoo Orders Home Workers Back to the Office.” The New York Times online.

19. Business Insider. “How Marissa Mayer Figured Out Work-At-Home Yahoos Were Slacking Off.” Nicholas Carlson. March 2, 2013.

20. Noonan, M. C., and Glass, J. L. (2012). “The Hard Truth About Telecommuting.” MonthlyLaborReview, 2012(6), 38–45.

21. Gajendran, R., and Harrison, D. A. (2007). “The Good, The Bad, and the Unknown About Telecommuting: Meta-Analysis of Psychological Mediators and Individual Consequences.” Journal of Applied Psychology, Vol. 92, No. 6.

2. As described in Peters, T. J. On the Nature of Work. May 7, 1993; found at www.tompeters.com.

3. Employees also prefer managers who stress quality. The correlations between managers being seen as stressing quality and satisfaction with those managers are in the .70s. The correlations between managers stressing quantity and satisfaction with them are slightly negative.

4. Sirota, D. and Greenwood, J. M. “Understand Your Overseas Work Force.” Harvard Business Review. 1971, pp. 53–60.

2. Employees who are inordinately sensitive to criticism need a lot of attention, praise, and reassurance. The guidelines we propose should be followed quite literally with them to keep a difficult situation psychologically from getting even worse.

3. Lepsinger, R., and Lucia, A. D. (1997). The Art and Science of 360° Feedback. San Francisco, California: Jossey-Bass; Sederburg, M. E., and Rogelberg, S. G. (1998). “Informed Decisions: Research-Based Practice Notes 360 Degree Feedback: Methodological Advice from Multiple Sources.” The Industrial-Organizational Psychologist, 36, 67–76.

4. See, for example, Smith, G. P. (November 2001). Here Today, Here Tomorrow: Transforming Your Workforce from High-Turnover to High-Retention. Chicago, Illinois: Dearborn Publishing. Smith prescribes praise over cash when it comes to retaining “the best and brightest.” “People have a basic human need to feel appreciated, and recognition programs help meet that need,” notes Smith. “Money might attract people to the front door, but something else has to keep them from going out the back.” Also, see Bob Nelson, writing in the Quality Digest: “Salary raises and bonuses are nice, but they seldom motivate people to do their best on the job on an ongoing basis.... Having learned that employees are motivated by intangible rewards, companies would be wise to consider the power and possibilities of no-cost job recognition when trying to motivate employees to do their best.” Nelson, B. (2004). “Secrets of Successful Employee Recognition.” Quality Digest, QCI International. Retrieved from www.qualitydigest.com.

5. Collins, J. C. and Porras, J. I. Built to Last. New York: Harper Business Books. 1997.

6. Built to Last. supra (p. 173).

2. Elton Mayo. The Social Problems of an Industrial Civilization. New Hampshire: Ayer. 1945 (p. 111).

3. See Hill, G.W. “Group Versus Individual Performance: Are N+1 Heads Better Than One?” Psychological Bulletin. May 1982 (p. 535). See also Morgan, John, and Blinder, Alan. “Are Two Heads Better Than One: An Experimental Analysis of Individual Versus Group Decision Making.” National Bureau of Economic Research. September 2000, No. 7909.

2. U.S. Department of Labor, Bureau of Labor Statistics, Mass Layoff Statistics (MLS), www.bls.gov/mls/home.htm.

3. Farber, H., and Krueger. A. “Union Membership in the United States: The Decline Continues.” Working Paper No. 4216, National Bureau of Economic Research, 1992. These conclusions were reached on the basis of an analysis that controlled for the effects of structural changes in the economy, such as the increasing proportion of service workers.

4. Katz, Harry C., Kochan, Thomas A., and Weber, Mark A. “Assessing the Effects of Industrial Relations Systems and Effort to Improve the Quality of Working Life on Organizational Effectiveness.” Academy of Management Journal 28 (1085): 519; Ichniowski, Casey. “The Effects of Grievance Activity on Productivity.” Industrial Relations Review 40, 1986: (p. 75–89).

5. See, for example, Adler, Paul S. “The ‘Learning Bureaucracy’: New United Motor Manufacturing, Inc.” Research in Organizational Behavior 15, 1992: 120; George W. Bohlander and Marshall H. Campbell. “Problem-Solving Bargaining and Work Redesign: Magma Copper’s Labor-Management Partnership.” National Productivity Review 12; Russell Eckel, Paula Falzon Eckel, and Andrew Herman. “Lean Manufacturing, Worker Empowerment and Labor-Management Collaboration at Ford Cleveland Engine Plant #2.”

6. Gittell, Jody Hoffer. The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. McGraw-Hill, 2003.

7. Ibid.

8. Gittell, Jody Hoffer. The Southwest Airlines Way: Using the Power of Relationships to Achieve High Performance. McGraw-Hill, 2003, p. 183.

9. Sirota Monthly, 2010.

10. The Dartmouth Atlas of Healthcare.

11. As quoted in: Byrne, John A. and Weber, Joseph. (1997) “Did CEO Dunlap save Scott Paper—or just pretty it up?” BusinessWeek Archives, copyright Bloomberg LP.

2. Collins, J.C. (2001) Good to Great. New York: Harper Business Books. Chapter 2, p. 26–27.

3. David Sirota (2001). “Observations on Mayor Giuliani’s Leadership in the Wake of 9/11.” Sirota Survey Intelligence.

4. Crosby, Philip B. Quality Is Free. New York: New American Library, 1979; Juran, Joseph M. Quality Control Handbook. 4th ed. New York: McGraw-Hill, 1988.

2. Goldstein, A. P., and Sorcher, M. Changing Supervisory Behavior. Pergamon Press, New York, 1974.

3. The “360” technique described in Chapter 10 is also an effective way to provide feedback to managers on their own behavior. Here managers receive data from a number of sources, not just their employees.