High Performers are defined as the group of talented employees that typically increase both team and organizational performance. Past research has shown that High Performers are likely to be victimized in the workplace by other organizational members. A new study attempts to explain the victimization of High Performers by examining the role of envy and work group identification.
Research explains how transactional leadership and transformational leadership relate to employee stress and job performance.
Research shows that bad behavior by employees can cause bosses to become abusive in response.
Previous research has investigated expensive top-down interventions for burnout. A new study encourages employees to use self-reflective job titles, which may effectively reduce emotional exhaustion by increasing psychological safety.
Researchers survey employees to determine the benefits and risks involved with social media usage at work.
Researchers discuss stereotype threat in the workplace and make recommendations on how it can be mitigated.
Researchers investigate the personality of teams and demonstrate how it can positively influence the behavior of individual team members.
Research finds that organizations attract more job-seekers when they emphasize corporate social performance.
Job interviewers often have two goals in mind when meeting an applicant and conducting a job interview: Evaluate the candidate’s fit for the company or position, and “sell” the job to the prospective employee. A new study shows how this “selling orientation” negatively impacts an interviewer’s judgment.
Research shows that leaders who foster professional relationships and remain well-connected can enhance employee creativity.
