Quote

The sense of loss of control over what happens to you at work (and thus in your life is vital). This further involves a sense of fairness as in, I did my part and look where it got me! The deal, the contract between employee and employer has eroded and been replaced with unilateral power by the organization over the employee.

Judith M Bardwick

Change background

T
T
T

Change font

TAGS & TOPICS

Judith M Bardwick
Part
Vital
Unilateral
Power
Thus
Eroded
Look
Organization
Employer
Work
Loss
Contract
Life
Deal
Fairness
Control
Involves
Sense
Replaced
Happens
Employee

More quotes by Judith M Bardwick

Image
Nothing creates more self-respect among employees than being included in the process of making decisions.
Judith M Bardwick
Image
... there's a large core of powerlessness which is balanced against the unwritten contract that says that if you behave, you'll be okay. No wonder people pay so much attention to knowing the rules, to knowing the right people, to not making waves, to never making errors -- to not risking, trying, innovating.
Judith M Bardwick
Image
When employees don't really care about the work they do and they take no pride in being in the specific organization where they work, they bring no enthusiasm, energy or passion to what they're doing. If, in addition, they feel abused, resentful, insignificant, betrayed, or taken advantage of...they want out. Naturally.
Judith M Bardwick
Image
Institutions which have too much security ... tend to become bureaucratic. They add layers of people and layers of rules in order to assure the security of not making mistakes.
Judith M Bardwick
Image
Leaders must (1) define the business of the business, (2) create a winning strategy, (3) communicate persuasively, (4) behave with integrity, (5) respect others, and (6) act.
Judith M Bardwick
Image
The balanced life is a goal, but for us it is mostly a myth.
Judith M Bardwick
Image
... we know that productivity suffers when uncertainty is high. But we've failed to realize the equally destructive effects of too little anxiety. ... By protecting people from risk, we destroy their self-esteem. We rob them of the opportunity to become strong, competent people.
Judith M Bardwick
Image
Self is a construct, a feeling, an identity that is internal and can neither be given nor taken away by others. We develop and nurture that identity by embracing inter-dependence.
Judith M Bardwick
Image
The need for challenge, the need to burst through the constrictions of tasks and situations already seen and mastered, can affect anyone, even those enjoying the greatest gains from success.
Judith M Bardwick
Image
I am impressed and distressed at how passive hierarchical organizations make people. There's often a lot of overt activity, but it's not going anywhere, it's game-playing. It's play-acting at work.
Judith M Bardwick
Image
In truth, it's usually failure, disappointment, and frustration that motivate people to reexamine that which they've taken for granted. It's rare to find big change without significant bad news. ... In that sense, the pain of failure creates the largest opportunities for progress.
Judith M Bardwick
Image
Real confidence comes from knowing and accepting yourself- your strengths and your limitations -in contrast to depending on affirmation from others.
Judith M Bardwick
Image
motivation is highest when the probability of success is 50 percent: We don't get involved if the task is too easy or too hard.
Judith M Bardwick
Image
Leaders evoke emotional connections in followers only to the extent that the followers are emotionally needy.
Judith M Bardwick
Image
In organizations where nothing much happens regardless of whether you do something exceptional or just show up in the morning, the best people lose heart and motivation is reduced near the lowest common denominator.
Judith M Bardwick