Moral Objection: What Happens When You Stand up to Wrongdoing?
Moral objection is when we see someone doing something wrong or unethical and we stand up to that person in protest. Because unethical behavior such as bullying, discrimination, or financial crimes occurs so regularly in the workplace, employees are often in position to engage in moral objection. Sometimes employees may be reluctant to speak up for fear of counter-bullying or other formal or informal sanctions that may be used against them in retaliation. Yet, at other times, employees may take principled action and will be seen as heroes for standing up to wrongdoing. What motivates these two dissimilar responses to people who morally object?
How Unethical Customers Cost Organizations Twice
Unethical customers can cost organizations lots of money. For example, customers can steal, cheat, scam, defraud, hoodwink, or make up an overly dramatic story about how the soup of the day was far too salty so that they get a small discount. New research (Greenbaum, Quade, Mawritz, Kim, & Crosby, 2014) shows that there may be hidden costs to organizations that allow customers to consistently get away with these offenses. Specifically, it’s the employees who suffer.
Intelligence Testing: Is It Always the Smartest Thing to Do?
Smart employees tend to be better at doing their jobs. This is considered one of the most important findings in the history of I-O research. Meta-analysis, which is a method of compiling results from many different researchers and studies, has shown that intelligence (or general mental ability) is associated with better job performance for basically any job. But there are other important components that make organizations successful besides narrowly-defined task performance (parts of a job that are in the job description). New research (Gonzalez-Mulé, Mount, & Oh, 2014) investigates whether intelligence can also predict other measures of workplace success.
Sleep Deprived Employees Engage in More Unethical Workplace Behavior
When employees engage in unethical behavior, organizations suffer. For example, employee theft or dishonesty can hurt organizations both internally and in terms of public reputation. New research (Welsh, Ellis, Christian, & Mai, 2014) has identified several key links in understanding the dynamics that lead to employee deception, which is a type of unethical behavior.
Employee Sleepiness is Harmful for the Workplace
Sleepiness is what happens when people feel a strong biological urge to sleep. Unlike fatigue, which usually occurs when becoming exhausted by hard work, sleepiness has several different causes. These causes include poor sleep quantity (not getting enough sleep), poor sleep quality (waking up often while trying to sleep or not achieving a deep level of sleep), a disruption to the circadian rhythm (a person’s natural sleep cycle), or through drugs or disorders that affect the central nervous system. A new review by Mullins, Cortina, Drake, and Dalal (2014) shows why organizations should care about employee sleepiness.
Specific Cognitive Abilities Can Benefit Selection Programs
Organizations oftentimes use specific cognitive abilities to help select people for jobs. Selection itself is important because organizations can sometimes waste millions of dollars in training people who don’t have the right aptitude, aren’t motivated, or who don’t fit minimum requirements for the job. When an organization selects employees, it often uses an assessment process to try and find the “right people.” This assessment often involves tests of general cognitive ability, which is basically what we’d consider overall intelligence. What if organizations could fine tune these processes so that they were more successful in identifying those who may succeed in a training context or in a job? Recent research findings offer a possible way to do this.
Climate Uniformity: A New Concept with Important Organizational Outcomes
When it comes to research on organizational climate, the concept called “climate uniformity” is the new kid on the block. In fact, new research by González-Romá and Hernández (2014) is the first to actually collect data and start to determine what this concept means for organizations. The results are intriguing, as they found that the degree of climate uniformity is related to communication, conflict, and even team performance. So now you might be asking, what in the world is climate uniformity?
Reducing Stereotyping: What You’re Doing May Not be Working
Stereotypes are quite common, but they are not always bad. Sometimes, we can stereotype someone in a positive way, and sometimes stereotypes are helpful because they reduce the amount of critical thinking a person has to do. The danger is when stereotypes are inaccurate or negative. This can lead to discriminatory behavior in the workplace. Organizations spend large sums of money every year on reducing stereotyping with training that aims to raise awareness and minimize their negative effects. A recent study by Duguid and Thomas-Hunt (2014) investigated whether creating greater awareness of stereotyping and encouraging resistance to them was the best way of curbing their harmful effects.
How a Sense of Calling Can Affect Career Decisions
What helps determine whether people pursue their sense of “calling”? The advice I always got was, “Work hard, get a respectable job in a stable industry and then pursue your passion on the side.” This shaped my extrinsic motivation, or the type of motivation that comes from outside a person, when pursuing a career. Others take to heart advice from notable public figures like the late Steve Jobs who said, “The only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle.” This kind of advice fosters intrinsic motivation, or the type that comes from within a person, when pursuing a career. The pursuit of a career that meets at the intersection of these two approaches would be ideal, but often economic realities deter many. Recently, two researchers sought to understand what influences career decisions when these approaches clash.
Abusive Supervision may have Roots in Childhood
Supervisor anger is a common workplace problem. This can include a supervisor who is angered too easily or a situation when the supervisor’s anger is disproportional to the situation at hand. This study explores the true reasons behind this anger, hypothesizing that a history of family aggression is the root of angry reactions and abusive supervision.