Researchers investigate whether different types of employee fit are either consistent or different across world cultures.
Is the belief in one’s ability to succeed, also called self-efficacy, tied to past job performance or a cause of future success? Does self-efficacy lead to or come from successful job performance? This study looks at 38 studies with over 5,000 participants in an effort to answer these questions.
Most of us eventually encounter situations at work where we have to pretend to be cheerful even when we’re not. Research shows that how you fake a smile at work makes a big difference in job performance and job satisfaction.
Customers call service lines, because they have problems. Unfortunately, the negative feelings that problems can bring are probably counter-productive when it comes to getting a good solution. When dealing with difficult customers with strong negative feelings, customer service strategies that try to address the problem instead of the emotions yield the best results.
All over America, people are looking for jobs. With unemployment high and companies requiring advanced degrees or years of experience, even for entry level work, job seekers want an edge. What sets you apart from other applicants could be as simple as the smile on your face.
More and more companies are implementing volunteer programs. So, what effect do company-sponsored volunteerism programs have on the employees who participate? Is a strong culture of volunteerism key to employee engagement? In this study, learn how a strong volunteer program is a win for the NGO, a win for the employee who volunteers, and a win for the company that sponsors volunteer programs.
In this study, the authors examined circumstances in which creativity is positively or negatively related to firm performance. They argued that the relationship between creativity and firm performance is contingent on riskiness orientation, firm size, and realized absorptive capacity. Findings indicate that creativity decreased performance in firms with risky strategies and positively affected performance in firms able to act on ideas.
While the topic of corporate social responsibility (CSR) is relatively well-researched, less is known about corporate social irresponsibility (CSiR). The authors of the present study address this gap by considering the relationship between CSR and CSiR. They predict that prior CSR is positively associated with subsequent CSiR, and that leaders’ moral identity symbolization will moderate the CSR–CSiR relationship. Through an archival study of 49 firms, findings support the hypotheses.
In this study, the authors examine how perceived supervisor embeddedness relates to employees’ own affect toward, attachment to, and behavior within the firm. Data were collected from employees at three time points across a 10-month period. Results supported the proposed model in three ways!