Quotes About Employee

The basic concept of the Dilbert Principle is that the most ineffective workers are systematically moved to the place where they can do the least damage: management.

I think 'Dilbert' will remain popular as long as employees are frustrated and they fear the consequences of complaining too loudly. 'Dilbert' is the designated voice of discontent for the workplace. I never planned it that way. It just happened.

A lot of executives act like their time is worth more than anyone else's. But I always respect an employee who guards his or her time, even from me.

Every first time founder waits too long, everyone hopes that an employee will turn around. But the right answer is to fire fast.

But I'm not an automaton. I'm human and I have a life, and just for a short while I had responsibilities that meant I couldn't be the employee you—or I—would have liked.

Each employee could log in to the system at any time, choose from a list of all current and past experiments, and see a simple one-page summary of the results. Over time, those one-page summaries became the de facto standard for settling product arguments throughout the organization.

The employee is regarded by the employer merely in the light of his value as an operative. His productive capacity alone is taken into account.

If you're an employer, you want to hire an employee who'll do their job, not do your bidding.

If I'm an entrepreneur and I have an idea, and I don't have the development talent around me but I need to find a developer, I would do my selection just like I would with hiring an employee.

When employees feel anonymous in the eyes of their managers, they simply cannot love their work, no matter how much money they make or how wonderful their jobs seem to be.

If people are worried, if they're fearful, if they feel a sense of grievance or that they're not being treated properly or that they're not being paid fairly, what you're going to have is you're going to have people doing the minimum amount of work necessary to not get fired, and not a peppercorn more.

I wanted to let my employees know what will come if they make the wrong choice. They need to worry if Obama gets reelected.

If employed by employee stock ownership plan companies, working Americans can spend less time worrying about job security and retirement savings and enjoy a clearer path to prosperity.

I avoided the emplyee smoking room aka drug-exchange HQ, and found no real downside to the job [in the produce department]. People buying apples and green beans usually have some degree of joy in their hearts. -p. 513

I avoided the employee smoking room aka drug-exchange HQ, and found no real down side to the job [in the produce department]. People buying apples and green beans usually have some degree of joy in their hearts. - p. 513

always treat your employees exactly as you want them to treat your best customers.

to always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart. His heart is where his enthusiasm, his loyalty is. You can buy his back, but you can't buy his brain. That's where his creativity is, his ingenuity, his resourcefulness.

The PC principle is to always treat your employees exactly as you want them to treat your best customers.

But is it possible that under that apparently disloyal behavior, these employees question whether I really act in their best interest? Do they feel like I'm treating them as mechanical objects? Is there some truth to that?

If you want to have more freedom, more latitude in your job, be a more responsible, a more helpful, a more contributing employee.

There are organizations that talk a lot about the customer and then completely neglect the people that deal with the customer—the employees. The PC principle is to always treat your employees exactly as you want them to treat your best customers.

The PC principle is to always treat your employees exactly as you want them to treat your best customers. You can buy a person's hand, but you can't buy his heart. His heart is where his enthusiasm, his loyalty is.

If we think that innovation comes from a lone genius inventing a new technology from scratch, that model naturally steers us toward certain policy decisions, like stronger patent protection. But if we think that innovation comes out of collaborative networks, then we want to support different policies and organizational forms: less rigid patent laws, open standards, employee participation in stock plans, cross-disciplinary connections.

IOI required its egg hunters, which it referred to as "oologists," to use their employee numbers as their OASIS avatar names. These numbers were all six digits in length, and they also began with the numeral "6," so everyone began calling them the Sixers. These days, most gunters referred to them as "the Sux0rz." (Because they sucked.)