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Schenkat, R. (1993).  Quality connections: transforming schools through Total Quality Management.
"In common practice, managers believe that employees are motivated by merit ratings and performance evaluations—that people have to be enticed into high performance with rewards or punished for low productivity by probations, demotions, layoffs, and so forth. In the transformed setting, we believe that people intrinsically want to do a good job. They take a great deal of pride in workmanship. According to Deming, goals, slogans, performance pay, and incentives actually destroy motivation for doing good work." (p. 10)
Crosby, P. B. (1980).  Quality Is Free.
"Objectivity comes with not placing the blame for problems on individuals. Aim the questions and probing at the job. The job is what failed, not the individual. It may be that the two are imperfectly matched and you have to change one or the other. Either way, the individual has the chance to improve another time, under different conditions." (p. 75)
Deming, E. W. (1982).  Quality Productivity and Competitive Position.
"The economic loss from fear is appalling. It is necessary, for better quality and productivity, that people feel secure." (p. 33)

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