A Quote by Dan Ariely

Companies, however
 unintentionally, choke the motivation out of their employees. — © Dan Ariely
Companies, however unintentionally, choke the motivation out of their employees.
Our philosophy at Zoom is to create a company that promotes self-motivation. I have told our managers not to spend too much time motivating employees. You have to create an environment where employees can motivate themselves. That is really important because self-motivation is more sustainable.
Our company wouldn't exist and wouldn't be around without our warehouse employees and our call center employees. And these employees - not just at Rent the Runway but at tens of thousands of other companies throughout the country - are treated unequally.
I support the free enterprise system, and I want companies to make money, but they shouldn't be reaping profits from the deaths of their employees or former employees.
Everybody knows a guillotine choke, and most know how to get to one. But if you can create a different way to get to that choke, then you're going to surprise people. However, that will only happen one time, because once it gets used that one time, everyone will see that and start to train for it.
Companies that hire employees..that are deeply passionate create companies that customers are really really passionate about, and those are the companies that have strong brands.
For the choke, there are no "tough guys". With an arm lock he can be tough and resist the pain. With the choke he just passes out, goes to sleep.
In most cases, it's slight and often unintentional gaps in integrity that hold leaders, their employees, and their companies back. Despite their potential, these leaders harm their employees and themselves.
Companies have told us that they have employees who are near retirement age. We created a $5 billion reinsurance pool to help them bear the cost of those employees on the brink of retirement.
If you were charged with fixing the U.S. auto industry, how would you do it? The guys who run the auto companies are out of touch with their customers and their employees. They ride to work in their limousines. They go up in their elevators and lock themselves in their offices. They don't walk out into the plants. They wouldn't even drive in the neighborhoods where their employees live. They give themselves big bonuses when the company isn't making any money. I'd make them get involved with the people who are building the cars. They've got to become real people.
People actually aren't moving on from companies much more quickly than in the past, but there's a perception that they do, so companies are investing less in talent on the assumption that young employees won't stay long.
There is a very strong linkage between U.S. banks and European banks. There are plenty of European employees that are employed by U.S. companies, and there are plenty of U.S. employees that are employed by European companies.
A research group found that 56 percent of major companies surveyed in the late '80s agreed that 'employees who are loyal to the company and further its business goals deserve an assurance of continued employment.' A decade later, only 6 percent agreed. It was in the '90s that companies started weeding people out as a form of cost reduction.
Lasting motivation proceeds forth from the heart. People can be temporarily motivated by other people and things around them. Permanent, enduring motivation, however, can only come from within.
Motivation remains key to the marathon: the motivation to begin; the motivation to continue; the motivation never to quit.
We will also allow state companies to sell shares to their workers and will pass a law allowing citizens to start companies of their own with no limits on the number of employees or on the firm's output.
MBA programs are underwritten by large companies and they succeed at producing future employees of large companies. In that regard, they are doing exactly what they are supposed to be doing.
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