Book: Why We Work
Author: Barry Schwartz
ISBN: 978-1-4767-8486-1
U-$1.00-B-0.003856699-BE-260
Comments: Enjoyed this book!
Go to Why We Work Table of Contents
Go to Directory of Authors and Books
Page 11
2. Many of us believe that only certain kinds of jobs permit people to find meaning, engagement, discretion, and autonomy, and opportunities to learn and grow.
3. Unsatisfying work is just the price people pay for a society in which affordable cars, cable tv, cell phones, and computers are the norm.
4. So either satisfying work is not for everybody, or unsatisfying work is the price we pay for material prosperity, or both.
Page 15
5. Job crafting
Page 16
6. Peter Warr, a professor of work psychology, has pointed out, to be satisfied with our work, we typically need a belief in the purpose of what we do.
7. Amy Wrzesniewski calls work that has such characteristics a "calling" and distinguishes it from work that is a "job" or a "career."
8. People who see their work as a "job" enjoy little discretion and experience minimal engagement or meaning.
9. People with jobs see work as a necessity of life, they work for pay, they would switch jobs if given the chance to earn more money, they can't wait to retire, and they would not encourage their friends or children to follow in their footsteps.
Page 17
10. People who see their work as a "career" generally enjoy more discretion and are more engaged. They may even enjoy what they do. But their focus is on advancement. They see themselves as following a trajectory that leads to promotion, higher salary, and better work.
Page 20
11. People whose work is a calling get great satisfaction from what they do.
Page 22
12. "What Do Bosses Do?" by Stephen Marglin
13. You just need to be doing work that makes people's lives better
Page 27
14. The Human Equation by Jeffrey Pfeffer
Page 27
15. Pfeffer reports a study showing that in the automobile industry, Japan spends an average of 364 hours training each new employee, Europe spends 178, and the United States spends 21.
Page 30
16. Positivity by Barbara Fredrickson
17. When people are happy, they work better and they work smarter.
18. When people are in states of positive emotion, they think expansively and creatively.
Author: Barry Schwartz
ISBN: 978-1-4767-8486-1
U-$1.00-B-0.003856699-BE-260
Comments: Enjoyed this book!
Go to Why We Work Table of Contents
Go to Directory of Authors and Books
Chapter 2: When Work Is Good
Page 11
2. Many of us believe that only certain kinds of jobs permit people to find meaning, engagement, discretion, and autonomy, and opportunities to learn and grow.
3. Unsatisfying work is just the price people pay for a society in which affordable cars, cable tv, cell phones, and computers are the norm.
4. So either satisfying work is not for everybody, or unsatisfying work is the price we pay for material prosperity, or both.
Page 15
5. Job crafting
Page 16
6. Peter Warr, a professor of work psychology, has pointed out, to be satisfied with our work, we typically need a belief in the purpose of what we do.
7. Amy Wrzesniewski calls work that has such characteristics a "calling" and distinguishes it from work that is a "job" or a "career."
8. People who see their work as a "job" enjoy little discretion and experience minimal engagement or meaning.
9. People with jobs see work as a necessity of life, they work for pay, they would switch jobs if given the chance to earn more money, they can't wait to retire, and they would not encourage their friends or children to follow in their footsteps.
Page 17
10. People who see their work as a "career" generally enjoy more discretion and are more engaged. They may even enjoy what they do. But their focus is on advancement. They see themselves as following a trajectory that leads to promotion, higher salary, and better work.
Page 20
11. People whose work is a calling get great satisfaction from what they do.
Page 22
12. "What Do Bosses Do?" by Stephen Marglin
13. You just need to be doing work that makes people's lives better
Page 27
14. The Human Equation by Jeffrey Pfeffer
Page 27
15. Pfeffer reports a study showing that in the automobile industry, Japan spends an average of 364 hours training each new employee, Europe spends 178, and the United States spends 21.
Page 30
16. Positivity by Barbara Fredrickson
17. When people are happy, they work better and they work smarter.
18. When people are in states of positive emotion, they think expansively and creatively.
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