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Pfeffer, J., & Sutton R. I. (2013).  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. 274. Abstract
"As Dennis Bakke reminds us in his book Joy at Work, life is not just about performance, effectiveness, and efficiency.[bib]Bakke2005[/bib] The very essence of being a sentient human being is the ability to make choices and take actions--to be responsible, in control of at least some aspects of our own life, and engaged in actively creating the world in which we live. To cede those tasks to others, even others who are benign and possibly wiser than us, is to deny the full experience of being fully human and alive." (p. 199) "If your aim is to bolster organizational performance, there are some sound reasons why work should be divorced from the rest of life, people ought to treat each other differently (and often worse) than in other roles, and employees should present modified and muted versions of themselves at work, even if it means masking or lying about their essential natures." (p. 70) "Not only do leaders overestimate their positive effects on followers, the belief that leaders ought to be in control is a dangerous half-truth because when they wield too much influence and control over their followers, bad things often happen to their companies and their employees." "People derive satisfaction from their social relationships in the workplace. Differential rewards drive people apart, sorting them into categories as 'winners', 'nothing special', and 'losers.' The result is jealousy and resentment, which damages social ties and diminishes trust and sociability in the workplace." (p. 127) "It turns out that a surprisingly high percentage of jobs are idiosyncratic, created, designed, and customized to fit the preferences and skills of some unique person, not because some expert ever imagined in advance that the organization would need that job.
Pfeffer, J. (1998).  The Human Equation: Building Profits by Putting People First.
Pfeffer reviews studies that "make a business case for managing people right". Among the factors that cause trouble for companies trying to implement such change, are: "Demands for accountability and reproducibility in results and decisions that destroy the benefits of expertise, which is inevitably dependent on tacit knowledge." (p. 132)