Researchers investigate the ability of specific cognitive abilities in employee selection testing. Results improve organizational diversity without compromising workforce effectiveness.
High Performers are defined as the group of talented employees that typically increase both team and organizational performance. Past research has shown that High Performers are likely to be victimized in the workplace by other organizational members. A new study attempts to explain the victimization of High Performers by examining the role of envy and work group identification.
Research shows that bad behavior by employees can cause bosses to become abusive in response.
Researchers investigate the personality of teams and demonstrate how it can positively influence the behavior of individual team members.
Research shows that leaders who foster professional relationships and remain well-connected can enhance employee creativity.
Researchers show how mild conflict can lead to exchanging information and improving processes.
Most of the time, we assume that early morning individuals are perceived more positively than their late-rising counterparts due to being evaluated as more productive and responsible. A new study in the Journal of Applied Psychology specifically examines how employees’ start times relate to the perception of their work ethics and subsequent supervisor performance ratings.
Research shows that inconsistent leader behavior can be detrimental to employees with low self-esteem or employees who are dissatisfied with their work.
Could job performance determine whether or not an employee is victimized? Because future work performance may be impaired by such treatment, there is both an individual and organizational imperative to deal with this issue.
Research demonstrates that the effects of employee needs for achievement, affiliation, and power can all affect team performance.
