Corey Harrison Quotes

An employee's motivation is a direct result of the sum of interactions with his or her manager.

It's better to grow your employees, steer them into a place that they can learn and succeed, and want to work hard and be loyal, than to have a revolving door of employees. That's demoralizing.

Hire passionate employees.

The notion that employees and companies have a social contract with each other that goes beyond a paycheck has largely vanished in United States business.

Management don't really have any problem at all with firing people. It's a powerful idea that, If I'm not happy, I'll quit. I'll try something else!

Employees who believe that management is concerned about them as a whole person - not just an employee - are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.

Take time to appreciate employees and they will reciprocate in a thousand ways.

People leave their manager; they don't leave companies.

It stands to reason: Higher wages means higher loyalty and morale, which means higher productivity, which means a more profitable business.

When men are employed, they are best contented.

If the only reason people are coming in and doing anything in your office is because you're giving them a paycheck, I'm not sure you have the most productive workplace there.

I've been asked a number of times what was my proudest accomplishment when I was still very active in the day-to-day affairs of Southwest Airlines. I always said job security for our people.

When leaders throughout an organization take an active, genuine interest in the people they manage, when they invest real time to understand employees at a fundamental level, they create a climate for greater morale, loyalty, and, yes, growth.

If your employees are not happy, nothing else at your company will go well.

Engaged, enthusiastic, and loyal employees are pivotal drivers of growth and health in any organization.

Productivity is driven at the enterprise level. Better wages, better performing workplaces, are driven at the workplace level.

When you hire good people, and you provide good jobs and good wages and a career, good things are going to happen.

Most corporations have human-resources processes that involve discussions with your manager, performance evaluations, calibrations for performance and potential succession planning.

Men and women want to do a good job, and if they are provided the proper environment, they will do so.

It's no wonder that new ventures such as The Daily look first to Gawker Media when staffing up. We should not wait for a poaching expedition to pay someone what they deserve. I apologize if that has been the case and will do better in 2012.

No-one works for money alone and tapping into what people want from their careers and what they have to offer is essential.

When determining appropriate levels of compensation, management must determine if the employee turnover rate is too low, too high, or just right. If turnover rate is high enough to adversely impact the entity's performance, then employee compensation is probably too low.

Understanding your employee's perspective can go a long way towards increasing productivity and happiness.

Executives must place a priority on wellbeing if they want to attract the right people, keep their best people, and drive their company's financial performance.

Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission.