How Can Leaders Effectively Manage Employees’ Negative Emotions?


Publication: Leadership Quarterly (2016)
Article: The role of leader emotion management in leader-member exchange and follower outcomes
Reviewed by: Kevin Leung

Leaders often have to deal with employees’ negative emotions. Whether employees are feeling anxious about a project, feeling sad about being turned down for promotion, or feeling angry about being unfairly treated, leaders play a part in managing these emotions. New research (Little, Gooty, & Williams, 2016) has shown that how these emotions get handled can affect employees’ performance and how they feel about their jobs.

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The Impact of Networking on Employee Turnover


Publication: Personnel Psychology, 2016
Article: Internal and external networking differentially predict turnover through job embeddedness and job offers
Reviewed by: Ashlyn Patterson

Networking involves building, maintaining, and using professional relationships. When people talk about networking, they are usually quick to point out the benefits of being connected to others. The more people you connect with, the more information you can gain about strategies for dealing with difficult people, trends in the industry, and potential job opportunities. As employees gain more information and connect with more people, does that increase or decrease the likelihood that they will voluntarily leave their current job? New research (Porter, Woo, & Campion, 2016) suggests that the answer depends on whom you are networking with.

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How Organizational Citizenship Behavior Can Be Good for You


Publication: Journal of Applied Psychology (2016)
Article: Going the Extra Mile and Feeling Energized: An Enrichment Perspective of Organizational Citizenship Behaviors
Reviewed by: Ben Sher

Organizational citizenship behavior means going the extra mile at work. Basically, it means doing anything that is not in your formal job description. We typically think of organizational citizenship behavior (or OCB) as something we do to help benefit our organization or the people we work with. In that sense, we might think of OCB as selfless giving that is actually to our own detriment. It makes sense, right? We only have a limited amount of time and resources during the day. If we do more than we need to do, we run the risk of burnout, fatigue, and stress. This is also supported by past research. However, new research shows that OCB can actually provide some advantages for the people performing it.

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What Science Tells Us About Telecommuting


Publication: Psychological Science in the Public Interest (2015)
Article: How Effective Is Telecommuting? Assessing the Status of Our Scientific Findings
Reviewed by: Lia Engelsted

With the increasing accessibility of technology and mobile connectivity, employees are no longer confined to their offices, and because of this, telecommuting is on the rise. Telecommuting—a term coined in the 1970s—has gained popularity over the decades and researchers and the scientific community have followed suit. A new article by Allen, Golden, and Shockley (2015) reviews the extant literature on telecommuting and clarifies what research supports regarding telecommuting. The authors define telecommuting as the practice of working away from a central location (usually at home) and relying on technology to interact and stay connected.

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The Recipe for Creating Proactive Employees


Publication: Journal of Business and Psychology (2015)
Article: Building and sustaining proactive behaviors: The role of adaptivity and job satisfaction
Reviewed by: Alex Rechlin

Employers seek proactive employees – those who will initiate positive change in the organization. However, not much is known about how to build and sustain proactivity in the workplace. One perspective is that adaptability is important for being proactive later on. Adaptability is adjusting and changing your behavior when a change occurs. The current authors (Strauss, Griffin, Parker, & Mason, 2015) argue that adaptability is important for knowledge acquisition, increasing change-related self-efficacy, and maintaining positive relationships. Through these mechanisms, adaptability may lead to greater proactivity at a later time.

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How Employees Develop Passion For Work


Publication: Personality and Social Psychology Bulletin (2015)
Article: Finding a Fit or Development It: Implicit Theories About Achieving Passion for Work
Reviewed by: Winnie Jiang

As a new generation enters the workforce, a growing number of people are seeking passion for work. They desire to attain passion, or a strong sense of enjoyment, fulfillment, identification, and motivation from their work. Ample studies have demonstrated that passion for work predicts positive individual and organizational outcomes, including positive affect (or good feelings), lower job burnout, and higher job satisfaction.

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Do Telecommuters Have Better Job Performance?

With the dawn of the technological age upon use, telecommuters are employees who are able to work in remote locations, such as home, outside of the traditional work setting. Rather than commute into work every day, technology enables people to work virtually and perform tasks while physically apart from their colleagues and supervisors.

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Fathers in the Workplace: Can Men Really Do it All?


Publication: The Academy of Management Perspectives
Article: Updating the Organization MAN: An Examination of Involved Fathering in the Workplace
Reviewed by: Lia Engelsted

With more actively involved fathers in the workplace, the role of the working man is changing. The ideal worker, or an employee that is perpetually available and committed to work with minimal responsibilities outside of the job, clashes with men’s ability to be involved fathers, or men that are involved with and accessible to their children.

In order to investigate the changing expectations of fatherhood in the workplace and determine how involved fathering impacts work-related outcomes, the researchers (Ladge et al., 2015) conducted two studies. The first study involved interviews with 31 new fathers about their career and fatherhood, and the second study administered a survey to 970 fathers who worked in four different Fortune 500 organizations.

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Aging Workforce: Employees Who Are Healthy and in Control Stay Working


Publication: Journal of Applied Psychology
Article: Individual and Work Factors Related to Perceived Work Ability and Labor Force Outcomes
Reviewed by: Lia Engelsted

In our currently aging workforce, one in five workers are now age 55 or older. Given this changing demographic, it is important to identify the factors that lead to early departure from the workforce. One of the critical factors is perceived work ability, or the balance between personal resources and work characteristics. In order to prevent premature departure of the workforce, this study (McGonagle, Fisher, Barnes-Farrell, & Grosch, 2015) identified what leads to perceived work ability, and what happens when employees experience it.

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Caregivers in the Workplace: How to Improve Their Well-Being

Currently, one in five American families includes an individual with caregiving duties, and caregivers in the workplace are becoming much more common. Given the advent of the sandwich generation, or those people who care for both children and aging parents, this number is expected to rise. Even more, the increase of women in the workforce is leading to more working caregivers than ever before, because women tend to be the primary caregiver to both children and elderly parents.

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