What is the role of emotion in the workplace? Of course, at the time of publication, our workplaces are not yet staffed entirely by robots, so emotion will probably play at least a minor role. But have you considered how leaders can harness the power of emotion to help productively influence their employees? Once again, new research shows the way!
We tend to think that fairness in the workplace is always good, but new research has found a situation in which fairness can actually cause trouble between employees. In fact, it may be leading envious employees to act out in counter-productive ways. How does this happen, and how can organizations best prepare themselves to deal with the problem?
Stereotypes can be harmful, especially in a workplace. So how can organizations train employees to reduce the influence of stereotypes on their behavior? New research shows that discussing the prevalence of negative stereotypes can actually make things worse. Instead, it may be better to highlight examples of employees who do not believe in or act on stereotypes.
Cognitive testing has long been used for selection procedures in order to ensure hiring suitable applicants. But this method has also discriminated against minority groups, ultimately affecting organizational diversity. A recent study investigated how sophisticated weighing techniques for specific abilities related to a job could increase diversity while still ensuring the right hire.
In the past, the advent of greater access to computers and the Internet inexorably changed the methods by which organizations recruited talent, and also the way in which possible hopefuls searched for and applied to these organizations. A new study suggests that assessment via mobile phone could be the wave of the near future.
When structured properly, a job interview can help predict various aspects of employee performance even better than cognitive and personality tests. A new study examines how a Structured Employment Interview should be conducted for maximum benefit, suggesting pre-set questions and a set rating scale for responses.
You can’t like everyone. Even as a leader, it is difficult to treat all your employees equally. Some share your interests, have been with you for longer, or are just plain more likable. Others you don’t know as well or don’t like as much. It happens. But if you allow relationships with your subordinates to become too different from one another, job performance in your organization will suffer.
When we discuss a glass ceiling, we are usually thinking of women. But non-native speakers face similar workplace discrimination. Surprisingly, neither conventional racism nor anticipated problems with communication or collaboration ability are to blame. A new study explains the unexpected misperception that leads to this type of discrimination.
Topic: Fairness, Organizational Justice, Organizational Performance Publication: Journal of Applied Psychology Article: Fairness at the collective level: A meta-analytic examination of the consequences and boundary conditions of organizational justice climate. Authors: Whitman, D. S., Caleo, S., Carpenter, N. C., Horner, M. T., and Bernerth, J. B. Reviewer: Neil Morelli Organizational
Topic: Engagement, Fairness Publication: Personnel Psychology (SUMMER 2012) Article: Applying Uncertainty Management Theory to Employee Voice Behavior: An Integrative Investigation Authors: Riki Takeuchi, Zhijun Chen, & Siu Yin Cheung Reviewed By: Thaddeus Rada In recent years, IO psychology has taken note of the desire that many organizations have for their