There’s been a lot of discussion lately about workers “jumping ship” as the economy improves.

A new study from Deloitte shows some unsettling trends as to why employees are looking for new jobs. The 2010 Ethics and Workplace Survey finds that employees have lost trust in their employers.

A recent survey from Kelly Services found that more than half of all Americans surveyed believe they would be more productive if they had greater interest in the companies that employ them, through benefits such as profit sharing. In previous posts, we’ve established the many benefits pay for performance programs provide when they are done well, but this survey helps to clarify who pay for performance matters to and why.

Last week’s dramatic “I Quit” moment with JetBlue Flight Attendant Steven Slater has understandably sparked a lot of debate on a variety of topics. To date I’ve seen the story discussed in the context of workplace anger, dreams of quitting in style, airline rage, what’s wrong with air travel and much more.

Earlier this summer, I had an interesting discussion with some of my friends about our approaches to vacation time. Most of us work in a corporate environment, but we all had varied ideas about what a vacation really meant. For most of us, vacation simply meant time away from the office, but included checking back in and being tethered to our email. Only one in the group really and truly disconnected, leaving her laptop, iPhone and work brain at home.

I’ve written in the past about pay for performance and the value it has within organizations. I’ve seen firsthand with our customers what these programs can do when they are managed as part of a larger, cohesive talent management program. Recently I read an article from Corporate Executive Board that shares ways for organizations to reward employees beyond the bonus. As the article explains: