Why do some employees use performance pressure as a motivational tool to perform better, while others become stressed out and perform worse?
Job engagement can have both positive and negative outcomes for organizations due to employees’ feelings of ownership over their jobs.
Researchers discover the role of upward mobility in explaining how employees react to workplace ostracism. How can organizations use this information?
Research demonstrates that performing organizational citizenship behavior at work leads to distinct advantages to the employees performing it, in addition to the organization.
Organizational citizenship behavior means going the extra mile, and it’s easy to see how it can benefit organizations. Getting people to do it? Well, that’s a trickier subject.
How is volunteering perceived in the workplace? Contrary to expectations, employees who volunteer are viewed both positively and negatively depending on the perceived motives behind the volunteering. The results of a recent study show that volunteering for the “wrong reasons” results in negative judgment and potentially harmful behavior toward employee volunteers.
Research reveals detrimental outcomes for leaders who express anger, including a reduction in organizational citizenship behavior.
Are telecommuters better performers than their in-office counterparts? A new study examines the performance of telecommuters compared to their traditional office counterparts. Results show that in certain situations, telecommuting increases task performance and organizational citizenship behavior.
Researchers find that employees perform more organizational citizenship behavior when job security is either very high or very low.
Research shows that proactive employees run the risk of negative performance appraisals if they do not also have political skill.
