Pay-for-performance systems reward high-performers, but how do they impact low-performers? Can these systems be designed to motivate all employees?
Previous research has investigated expensive top-down interventions for burnout. A new study in the Academy of Management Journal proposes that encouraging employees to use self-reflective job titles can be a cost-effective alternative, as it has been found to effectively reduce emotional exhaustion through increasing self-verification and psychological safety.
Corporate Social Performance is on the incline, and job seekers are increasingly starting to take notice. A new study examines how corporate social performance– including community involvement and pro-environmental efforts– can impact recruitment efforts and even make a company stand out among eager job seekers.
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 interviewers’ judgment, suggesting a separation of the attraction and evaluation processes.
Is having higher status always the best thing for greater performance outcomes? A new study examines how status loss affects the performance of both high and low status individuals. Researchers found that those with higher status are more likely to experience decreases in the quality of their performance, possibly due to the threat to their self-concept brought about by losing status.