Biblio

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Rosen, R. H. (2008).  Just Enough Anxiety: the hidden driver of business success.
"Compassionate leaders assume goodwill. They respect and see the good in others, and in themselves. They honor people's feelings as true for them. And they try to minimize people's pain and fear while maximizing their sense of well-being. In the words of George Washington Carver: 'How far you go in life depends on your being tender with the young, compassionate with the aged, sympathetic with the striving, and tolerant of the weak and strong. Because someday in life you will have been all of these.'" (p. 84)
Bakke, D. W. (2005).  Joy at work: a revolutionary approach to fun on the job.
"As Rob Lebow and Randy Spitzer wrote in Accountability: Freedom and Responsibility Without Control, 'Too often, appraisal destroys human spirit and, in the span of a 30-minute meeting, can transform a vibrant, highly committed employee into a demoralized, indifferent wallflower who reads the want ads on the weekend....They don't work because most performance appraisal systems are a form of judgement and control.'" (p. 110)
Bridges, W. (1994).  Jobshift.
"The integrity I am talking about is psychological rather than ethical. It means 'wholeness', and its opposite is disintegration and not dishonesty. With so much change and fragmentation in the new career world, you need a solid core of self. You have to be true to who you are—to your identity." (p. 129)
Aronowitz, S., & Difazio W. (1994).  The Jobless Future: Sci-Tech and the Dogma of Work.
"In the past twenty-five years, computer-mediated work, despite its potential for reintegrating design and execution, has been employed, typically but not exclusively, in a manner that reproduces the hierarchies of managerial authority. The division between intellectual and manual labor and the degradation of manual labor that was characteristic of the industrializing era have been simultaneously shifted to the division between the operators and the professional-managerial employees, but also the division between the "lower" operating and "higher" expert orders broadly reproduces within intellectual labor itself the old gulf separating manual and intellectual labor in the mechanical era. Hierarchy is frequently maintained despite the integrative possibilities of the technology. Under this regime of production, the computer provides the basis for greatly extending the system of discipline and control inherited from nineteenth-century capitalism. Many corporations have used it to extend their Panopticonic world-view; that is, they have deployed the computer as a means of employee surveillance that far exceeds the most imperious dreams of the Panopticon's inventor, Jeremy Bentham, or any nineteenth- or early twentieth-century capitalist." (p. 89)
Dent, H. S. (1995).  Job Shock: Four New Principles Transforming Our Work and Business.
"Charge a healthy fee for the right brain, more complex and human services where you don't compete with computers." (p. 236)

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