Research has long explored strategies used by service industry employees to meet the emotionally demanding “display rules” necessary for their profession.
Who do you really want answering that important 3am phone call? Probably not your employee. New organizational theory proposes that constant connectedness or working irregular hours can lead to sleep deprivation. While pushing employees extra hard may seem to initially increase organizational performance, it is certainly no long-term winning strategy.
You sit down at your desk to start the workday and log in to your work email. “YOU’VE GOT (187 pieces of) MAIL!” You might just have email overload. Besides for being extremely annoying, you might feel pressured to quickly respond to all of these emails. This pressure now has a word: telepressure. Does telepressure make you more productive at work, or can it lead to harmful outcomes ultimately affecting an organization’s bottom line?
We have an aging workforce, and this presents a new set of challenges for I-O psychologists. For example, we need to learn more about what helps people decide between staying on the job or taking early retirement. Interestingly, a new study shows that personal resources, such as health and sense of control, may convince employees that they can still do their jobs. This can lead to fewer absences from work, less disability leave, and even delayed retirement.
Caregivers are people who assume responsibility for helping another person with daily living activities. But many caregivers are also full-time employees. With the increase of caregivers in the workforce, a new study shows how family and supervisor support can influence the mental health outcomes of these caregivers, and lead to improved well-being.
It’s a generally accepted fact that failing to put work aside will eventually exhaust employees. A recent German study published in the Journal of Occupational Health Psychology reveals that exhaustion can actually lead to a lack of mental disengagement from work, especially when employees are under tight timelines and don’t have adequate breaks for leisure activities.
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.