Redekop, C., & Bender U. A.
(1988).
Who Am I? What Am I: Search for Meaning in Your Work.
"Work is one of the most important sources of personal meaning, and, therefore, self-acceptance. Research on the unemployed underscores this conclusion emphatically. Furthermore, the same research insists that the degree of self-depreciation felt by a person out of work can only be realized by experience."
Welch, J., & Welch S.
(2005).
Winning.
"The belief is this: every person in the world wants voice and dignity and every person deserves them.
By 'voice,' I mean people want the opportunity to speak their minds and have their ideas, opinions, and feelings heard, regardless of their nationality, gender, age, or culture.
By 'dignity,' I mean people inherently and instinctively want to be respected for their work and effort and individuality." (p. 53)
Wyatt, J., & Hare C.
(1997).
Work Abuse: How to Recognize and Survive It.
"There are five distinctions that will assist you to see the depth with which work abuse affects people...
1. The Abuse Itself...
2. The Inability to Protest the Abuse...
3. Being Blamed and Feeling Guilty for Reacting against Work Abuse...
4. Having to Deny the Ways that Abuse Affects You...
5. Feeling Guilty for Visible Symptoms that Develop..."
Smith, G.
(2000).
Work Rage: Identify the Problems, Implement the Solutions.
"Ocassionally, I encounter and organization that really does practice what it preaches, or 'walks the talk'. But I can say with great certainty that the companies that really do a lot of talking and walking are few and far between. There is a lot of talking but very little walking out there in the big wide world of management.
The potential for rage in these controlling organizations is going to be higher, and for several reasons. When you have a mentoring, coaching, and collaborative management style, employees tend more toward higher productivity, efficiency, and effectiveness, and there is a happier workplace atmosphere. Conversely, when there is a domineering, controlling, or even bullying environment, the employees feel threatened, are less productive, feel highly stressed and are unhappy." (p. 53)
Robinson, J.
(2003).
Work to Live.
"We fear the silence of time not filled, the questions and self-judgment that may come up when we're not completely consumed with work or other distractions. Yet it's precisely the ability to stop and still your mind long enough to figure out what you need in life and whether your current course is getting you there that allows you to reach your goals. It frees you from the external noise to find out what a meaningful life is for you. Otherwise, you're running blind on somebody else's track, where busyness and productivity substitute for what's missing inside, peace of mind, which can only be generated within that same mind." (p. 141)
Ciulla, J. B.
(2001).
The Working Life: The Promise and Betrayal of Modern Work.
"The flexible workplace can be a solution to the time problems families face, or it can be the root of their problems. We have gone from moving our homes into the organization to moving the organization into our homes. It again raises the question of whether life should be part of work or work part of life. Where do you go at the end of the day when you work at home?"
Solomon, M.
(1990).
Working With Difficult People.
Phenomenal advances in technology have led to a demand for speedier production. Couple that with hiring and firing in the labor market, and stress may become overwhelming. Even patient people can appear apoplectic."
Goleman, D.
(2000).
Working with Emotional Intelligence.
"There is a politics of empathy: Those with little power are typically expected to sense the feelings of those who hold power, while those in power feel less obligation to be sensitive in return. In other words, the studied lack of empathy is a way power-holders can tacitly assert their authority." (p. 144)
Shechtman, M. R.
(1995).
Working Without a Net.
"Self-disclosers explain to others who they are, not just what they do. No one builds relationships unless they reveal more than job-related facts. Contrary to the old paradigm—which held that others don't have the right to know about your personal life—the new paradigm says that it's a necessity that they know." (p. 71)