Tag: performance

Narcissistic Leaders Can Use Humility to Succeed

At first glance, narcissistic leaders don’t sound like the kind of people we’d want to work for. But have you considered that narcissism often comes with many character traits—like unwavering self-confidence—that are crucial to successful leadership? Is there a way to benefit from the “good” parts of narcissism without suffering from the “bad” parts? New research shows that a healthy dose of humility can go a long way for the narcissistic personality.

Can Work Breaks Increase Employee Productivity?

We all like breaks: Lunch breaks, coffee breaks, water-cooler breaks, checking Facebook breaks, week in Maui breaks. But won’t lots of breaks hurt an organization’s bottom line? New research shows that the opposite may be true. Breaks may be beneficial for employee success.

Workplace Incivility: Nice Employees Finish First

Workplace Incivility: Why Nice Employees Finish First!

Do you remember being told to “play nice” as a child? Well, all those years of playing nice may just pay off in the workplace! A new study shows that individuals who engage in good behavior instead of workplace incivility, are more likely to be perceived as a leader, are more frequently sought out for advice, and have better job performance. As Mother Teresa said, “Kind words can be short and easy to speak, but their echoes are truly endless.”

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Leveraging Human Capital: Are Your Employees Getting Enough Sleep?

Who do you really want answering that important 3am phone call? Probably not your employee. New organizational theory proposes that constant connectedness or working irregular hours can lead to sleep deprivation. While pushing employees extra hard may seem to initially increase organizational performance, it is certainly no long-term winning strategy.

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Goal Orientation: Helping Team Performance or My Own Performance?

We are the few, the proud, the performance-prove goal oriented! True, we have a slightly cumbersome name, but don’t let that fool you. We seek to achieve, to demonstrate our mastery, and to make sure everyone knows how much better than you we are. But starting today, we are on your work team. Will we help your team achieve success, or will we be too caught up in competing with you for personal glory?

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Organizational Newcomers: Conflict Can Lead to Worse Performance

When employees are new to an organization, they have a lot to learn. What are the policies and procedures? How should the work be done? Where is the coffee machine? But new research shows that newcomers who experience conflict with coworkers might not get all the information they need, ultimately hurting job performance. What can we do about it?

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Manager Personality Can Lead to Organization-Wide Performance

Even though I-O psychologists have made a pretty convincing case for selecting employees based on intelligence, the case for selecting employees based on personality is less clear, and oftentimes debated. If you’re not convinced yet, new research shows that manager personality may not only impact individual job performance, but may also impact a company’s bottom line. Will you jump on the personality bandwagon?

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Work Overload and Job Demands Lead to Lower Professional Standards

If you work in a typical cubicle and skip washing your hands, it’s gross, and you might give your coworker a cold. When doctors and nurses don’t wash their hands, it could be deadly. How do job demands and work overload influence the rate at which health-care providers maintain required hygiene standards, and what does this mean for your organization?

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Treadmill Desks: Good for Employers and Employees

Forget whistling while you work, how about running a whole entire marathon! That’s right, treadmill desks and cycling desks are now being sold as an alternative to the old-fashioned desks that didn’t really do anything all that interesting. So, do these things actually work? Can employees get physically fit without a loss of productivity? And how do the employees feel after using them?

gamification in the workplace

What is Gamification and How Can It Improve Organizational Effectiveness?

Playing games or going to work, which is more fun? Okay, that was an easy one, but what if we could make work seem a little like a game? That would probably make work a little more fun, right? This process is called gamification, and researchers are discovering more about how we can use it to motivate employees to feel enthusiastic about going to work.

Servant Leadership Benefits Performance through Serving Culture

Servant leadership sounds like an oxymoron. After all, if you are a leader, how can you be a servant? However, new research shows that there may be clear benefits for organizations and employees when leaders learn how to pull off this unique leadership style. So how can leaders become servant leaders, and how exactly does servant leadership lead to improved job performance, creativity, and lower turnover? New research shows us the way!

Cognitive Abilities

Specific Cognitive Abilities Can Benefit Selection Programs

When organizations spend millions of dollars on selection programs, return on investment becomes paramount. New research shows that we can improve our ability to predict job or training success when using tests of specific cognitive abilities, as long as these abilities are aligned with the actual job requirements.

Climate Uniformity

Climate Uniformity: A New Concept with Important Organizational Outcomes

Organizational climate can be a tricky subject, especially when there are multiple distinct opinions about the quality of a workplace. So what happens when some employees feel organizational support and other employees don’t? Poor communication, heightened task-conflict, and poor performance can occur.

Fix the Negative Relationships that Affect Team Performance

How to Fix the Negative Relationships that Affect Team Performance

Teams are used by all organizations, but they can be hurt by negative relationships that occur between team members. New research has found that organizations can encourage team members to support each other, and also design work so that team members rely on each other. These can help mitigate the negative effects caused by negative relationships.

Flow at Work: Recovery Affects Whether Employees will “Be in the Zone”

Experiencing workplace flow is like “being in the zone” and it increases productivity and performance. This study found that feeling recovered impacted the experience of flow during the day, highlighting the importance of recovering from spending energy at work.

Is It Lonely At the Top? The Victimization of High Performers

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.

Combating Stereotype Threat in the Workplace

Employees are often concerned that they are being judged or stereotyped based on their demographics, and their job performance and work attitudes are often negatively affected. This perceived stereotype threat may be eliminated if actively confronted by organizational leaders using training or affirmation, rather than being passively ignored and allowed to fester.

Make It Rain: How bad weather could be good for work productivity

When people think of rainy days, they tend to picture themselves lazing about, perhaps curled up on the sofa with a hot cup of coffee and a good book. But a new study suggests that bad weather may actually be good for workplace productivity, improving employee speed, accuracy and focus on task. The reason? There’s less distraction outside than there is on bright, sunny days.

The Impact of Envy on High Performers in the Workplace

Employees who work harder and achieve more are highly valued by employers. But all too often these high performers’ achievements and rewards attract the envy of their peers. A new study examines the role jealousy plays in workplace victimization, as well as factors that could help organizations avoid this sort of bullying altogether.

How Power Distance Agreement Improves Performance in the Workplace

Every leader has a different style, from unilateral to more democratic decision-making. But a new study suggests that, as long as supervisors and employees agree on the Power Distance (or disparity in control) between them, it can have positive benefits on workplace performance.

How to Better Motivate Employees? Try Categorizing Rewards and Incentives

Maintaining high levels of employee motivation is of utmost value to every organization. New research points out that breaking down rewards and incentives into different categories increases an employee’s motivation to work better and harder to achieve these rewards.

Goals vs. the Ostrich: When Employees Refuse to Track Progress

No news is good news, right? Not when it comes to job performance and project management. Knowing where you stand helps you remain focused on where you have to go, but some employees would rather stick their heads in the sand, avoiding all progress tracking. How do you deal with an employee who just will not monitor their own progress?

IO Psychology – Workplace Ambiguity: How Does it Make You Act?

In the present study, the authors draw on theories of situational strength and values, proposing that ambiguity constitutes a weak situation that strengthens the relationship between the content of employees’ values and their proactivity. Ambiguity moderated the relationship between employees’ security and prosocial values and supervisor ratings of proactivity. Findings from their first study were replicated in a laboratory experiment.

Performance Under Fire: Goal Orientation

In a study sampling students over the 15-week semester, the authors sought to identify perceptions of time pressure as a predictor of state goal orientations. Results revealed that perceptions of time pressure were negatively related to state mastery goal orientation and positively related to state performance-avoid goal orientation, and state goal orientations mediated the relationship between time pressure and performance.

Aberrant personality and career performance (IO Psychology)

In this study, authors move beyond the “dark triad” to assess aberrant personality tendencies at work via an alternative methodology. Indicators of aberrant personality tendencies were calculated using 6 five-factor model (FFM) aberrant compounds. Results reveal that FFM aberrant personality tendencies could be useful for personnel psychologists looking to form new linear combinations of FFM facets.

How Is Your Manager Doing at Performance Management? (Human Resource Management)

Performance management (PM) is the natural reaction to and extension of the hit or miss traditional performance appraisal. Instead of being a one-and-done event, PM is a set of behaviors that managers exhibit daily to identify, motivate, and develop their subordinates’ performance. Due to its effectiveness, putting a finger on

Can Personality Become a Better Predictor of Performance? (IO Psychology)

Topic: Personality, Performance Publication: Journal of Applied Psychology (NOV 2012) Article: Implicit motives, explicit traits, and task and contextual performance at work Authors: Lang, J. W. B., Zettler, I., Ewen, C., and Hulsheger, U. R. Reviewer: Neil Morelli In the world of selection, personality has often been looked at as

Whistle While You Work: The Importance of Work Enjoyment for Managers (Human Resource Management)

Topic: Motivation, Performance, Wellness Publication: Journal of Management (SEP 2012) Article: Driven to Work and Enjoyment of Work: Effects on Managers’ Outcomes Authors: Laura Graves, Marian Ruderman, Patricia Ohlott, & Todd Weber Reviewed By: Thaddeus Rada Work motivation, a topic that is relevant to almost all employees in almost every

The Competitive Advantage Behind Investing in Employees (Human Resource Management)

Topic: Performance, Human Resources, Culture, Business Strategy Publication: Journal of Applied Psychology (2012) Article: Impact of High-Performance Work Systems on Individual- and Branch- Level Performance: Test of a Multilevel Model of Intermediate Linkages Authors: Samuel Aryee, Fred O. Walumbwa, Emmanuel Y. M. Seidu, & Lilian E. Otaye Reviewed By: Lauren

EMPOWERMENT Is Everything! What Does It Take?

Topic: Job Satisfaction, Organizational Commitment, Performance Publication: Journal of Applied Psychology (SEP/OCT, 2011) Article: Antecedents and Consequences of Psychological and Team Empowerment in Organizations: A Meta-Analytic Review Authors: Scott E. Seibert, Gang Wang, and Stephen H. Courtright Reviewed By: Mary Alice Crowe-Taylor, Ph.D. Are you a manager or an HR

When Normal Performance Isn’t Normal Performance

Topic: Performance, Performance Appraisal Publication: Personnel Psychology Article: The best and the rest: Revisiting the norm of normality of individual performance Authors: O’Boyle Jr., E., & Aguinis, H. Reviewer: Neil Morelli The gloves are off because O’Boyle and Aguinis have just challenged a perennial assumption of the performance literature. What

When Does Conflict Improve Team Performance? (IO Psychology)

Topic: Teams, Conflict, Culture, Performance Publication: Journal of Applied Psychology (JAN 2012) Article: Reaping the Benefits of Task Conflict in Teams: The Critical Role of Team Psychological Safety Climate Authors: B.H. Bradley, B.E. Postlethwaite, A.C. Klotz, M.R. Hamdani, K.G. Brown Reviewed By: Ben Sher There’s a battle in the meeting

The Peril of Excess: Why Moderate Levels of Many Traits Might be Best (Human Resource Management)

Topic: Assessment, Performance, Selection, Human Resource Management Publication: Perspectives on Psychological Science (JAN 2011) Article: Too Much of a Good Thing: The Challenge and Opportunity of the Inverted U Authors: Grant, A. M., & Schwartz, B. Reviewed By: Thaddeus Rada A common assumption in personnel selection practice (and research) in

Want to increase performance? Take a look at Psychological Capital

Topic: Performance, Talent management
Publication: Personnel Psychology (SUMMER 2011)
Article: Psychological capital and employee performance: A latent growth modeling approach
Authors: Peterson, S. J., Luthans, F., Avolio, B. J., Walumbwa, F. O., & Zhang, Z.
Reviewed by: Alexandra Rechlin

Want to up your game? You’re more likely to with a little help from your friends.

Topic: Development, Sports Psychology
Publication: Journal of Sports Sciences (2007)
Article: Stressors, social support, and effects upon performance in golf
Authors: T. Rees, L. Hardy, & P. Freeman
Reviewed By: Scott Charles Sitrin

Employee engagement: Wild goose chase or golden egg?

Topic: Job Performance, Job Attitudes
Publication: Personnel Psychology (SPRING 2011)
Article: Work engagement: A quantitative review and test of its relations with task and
contextual performance
Authors: Christian, M.S. Garza, A.S., Slaughter, J.E.
Reviewer: Neil Morelli

Got a curious newcomer? That’s good – and the type of curiosity may tell you how good.

Topic: Selection, Performance
Publication: Journal of Applied Psychology (2011: 96 (1))
Article: Curiosity adapted by cat: the role of trait curiosity in newcomer adaptation.
Authors: S.H. Harrison, D.M. Sluss, B.E. Ashforth
Reviewed By: Rebecca Eckart

Political skill in a highly political environment: Does it help?

Topic: Performance, Work Environment
Publication: Journal of Vocational Behavior (2011)
Article: Politics perceptions as moderator of the political skill – job performance relationship: A two-study, cross-national, constructive replication
Authors: I. Kapoutsis, A. Papalexandris, A. Nikolopoulos, W. A. Hochwarter, & G. R. Ferris
Reviewed by: Charleen Maher

Organization-based self-esteem: – It’s good for me AND the bottom line.

Topic: Job Satisfaction, Organizational Commitment, Performance
Publication: Journal of Occupational and Organizational Psychology (September, 2010)
Article: A meta-analysis of the predictors and consequences of organization-based self esteem.
Authors: Bowling, N. A., Eschleman, K. J., Wang, Q., Kirkendall, C.,& Alarcon, G.
Reviewed by: Charleen Maher

The Business Case: Benefits of Diversity Management Beyond High-Performance Work Systems

Topic: Discrimination, Diversity
Publication: Human Resource Management (NOV/DEC 2010)
Article: The Impact Of Diversity And Equality Management On Firm Performance: Beyond High Performance Work Systems
Authors: C. Armstrong, P. C. Flood, J. P. Guthrie, W. Liu, S. Maccurtain, and T. Mkamwa
Reviewed By: Kerrin George

Waging WARS on Workplace Arrogance

Topic: Performance, Personality, Self Efficacy
Publication: Human Performance
Article: Acting superior but actually inferior?: Correlates and consequences of workplace arrogance
Authors: R.E. Johnson, S.B. Silverman, A. Shyamsunder, H-Y Swee, O.B. Rodopman, E. Cho, and J. Bauer
Reviewed By: Benjamin Granger

Maximizing the Benefits of Autonomy in Teams

Topic: Job Design, Teams, Performance
Publication: Journal of Organizational Behavior
Article: The impact of autonomy and task uncertainty on team performance: A longitudinal field study (FEB 2010)
Author: J. L. Cordery, D. Morrison, B. M. Wright, & T. D. Wall
Reviewed by: Sarah Teague

Managing Assessors’ Workloads in Assessment Centers

Topic: Assessment, Staffing
Publication: International Journal of Selection and Assessment (SEP)
Article: Do assessor have too much on their plates? The effects of simultaneously rating multiple assessment center candidates on rating quality
Authors: K.G. Melchers, M. Kleinmann, and M.A. Prinz
Reviewed By: Benjamin Granger

If You Want to Prevent Exhaustion … Don’t Worry, Be Happy!

Topic: Stress, Burnout, Performance, Fairness, Compensation
Publication: Journal of Organizational Behavior
Article: Emotional exhaustion and job performance: The moderating role of distributive justice and positive affect (AUG 2010)
Author: O. Janssen, C. K. Lam, & X. Huang
Reviewed by: Sarah Teague

Performance ratings are dynamic… now how do we rate them?

Topic: Performance Appraisal, Performance
Publication: Journal of Applied Psychology (2010)
Article: Understanding performance ratings: Dynamic performance, attributions, and rating purpose.
Authors: Jochen Reb and Gary Greguras
Reviewed By: Allison Gabriel

Customer Satisfaction Surveys: A Measure of Race and Gender. A Measure of Performance? Not So Much

Topic: Fairness, Diversity, Performance Appraisal
Publication: Academy of Management Journal
Article: An examination of whether and how racial and gender biases influence customer satisfaction
Authors: D. R. Hekman, K. Aquino, B. P. Owens, T. R. Mitchell, P. Schilpzand, & K. Leavitt
Reviewed By: Katie Bachman

To Give Is To Get In Work Teams

Topic: Goals, Performance, Teams
Publication: Human Performance
Article: What you do for your team comes back to you: A cross-level investigation of individual goal specification, team-goal clarity, and individual performance
Authors: S. Sonnentag and J. Volmer
Reviewed By: Benjamin Granger

Rushing Toward Goal Attainment

Topic: Goals, Satisfaction
Publication: Applied Psychology: An International Review (JUN 2010)
Article: Velocity as a predictor of performance satisfaction, mental focus, and goal revision
Authors: J.D. Elicker, R.G. Lord, S.R. Ash, N.C. Kohari, B.J. Hruska, N.L McConnell and M.E. Medvedeff
Reviewed By: Benjamin Granger

How Important is The Store Manager?

Topic: Organizational Performance
Publication: Journal of Applied Psychology (MAY 2010)
Article: Store manager performance and satisfaction: Effects on store employee performance and satisfaction, store customer satisfaction, and store customer spending growth.
Authors: R.G. Netemeyer, J.G. Maxham III, D.R. Lichtenstein
Reviewed By: Allison Gabriel

When Performance Goals are a Must

Topic: Feedback, Goals, Performance
Publication: Human Performance
Article: Achievement goals, feedback, and task performance
Authors: A.M. Cianci, J.M. Schaubroeck, and G.A. McGill
Reviewed By: Benjamin Granger

Keeping Your High Performers

Topic:  Performance Publication:  Journal of Applied Psychology (May, 2010) Article:  Retaining Your High Performers: Moderators of the Performance – Job Satisfaction – Voluntary Turnover Relationship Author: A. Nyberg Reviewed By:  Bobby Bullock When high performers leave an organization out of dissatisfaction or because of a better offer, the organization looses out big.  A recent study by Nyberg

Servant Leadership and Organizational Citizenship Behaviors

Topic: Leadership, Performance
Publication: Journal of Applied Psychology (MAY 2010)
Article: Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation
Authors: F.O. Walumbwa, C.A. Hartnell, and A. Oke
Reviewed By: Benjamin Granger

When Job Satisfaction Does (Doesn’t) Matter for Performance

Topic: Performance, Personality
Publication: Journal of Business and Psychology (MAR 2010)
Article: Effects of job satisfaction and conscientiousness on extra-role behaviors
Authors: N.A. Bowling
Reviewed By: Benjamin Granger

Oldies — but Goodies — in Complex Jobs

Topic: Performance, Goals
Publication: Journal of Vocational Behavior (JUNE 2010)
Article: Focus on opportunities as a mediator of the relationships between age, job complexity and work performance
Authors: H. Zacher, S. Heusner, M. Schmitz, M.M., Zwierzanska, and M. Frese
Reviewed By: Benjamin Granger

Work Hard or Disengage in the Face of Job Insecurity?

Topic: Performance, Turnover
Publication: Journal of Occupational and Organizational Psychology (MAR 2010)
Article: A model for the effects of job insecurity on performance, turnover intention, and absenteeism
Authors: T. Staufenbiel and C.J. König
Reviewed By: Benjamin Granger

Do “Shocks” Lead to Positive Workplace Outcomes?

Topic: Job Performance, Job Attitudes
Publication: Journal of Vocational Behavior (FEB 2010)
Article: The buffering effects of job embeddedness on negative shocks
Authors: J.P. Burton, B.C. Holtom, C.J. Sablynski, T.R. Mitchell, and T.W. Lee
Reviewed By: Benjamin Granger

Can Personality Lead to Better Performance?

Topic: Motivation, Personality, Job Performance Publication: Personality and Individual Differences (MAR 2009) Article: Using a two-factor theory of achievement motivation to examine performance-based outcomes and self-regulatory processes. Authors: Story, P.A., Hart, J.W., Stasson, M.F., & Mahoney, J.M. Reviewed By: Samantha Paustian-Underdahl Have you ever wondered why some employees seem to find

Subconscious Goal Setting: Pursuing Goals Without Even Knowing It

Topic: Goals Publication: Journal of Management (JAN 2010) Article: The relevance and viability of subconscious goals in the workplace Authors: G.P. Latham, A.D. Stajkovic, and E.A. Locke Reviewed By: Benjamin Granger Unless you’ve been living under a rock, you probably know that goal-setting is an effective strategy for improving employee performance. What

Key to Good Boss-Employee Relationships: First Impressions and Then Performance

Topic: Leadership, Personality, Performance Publication: Organizational Behavior and Human Decision Processes (MAR 2009) Article: The development of leader–member exchanges: Exploring how personality and performance influence leader and member relationships over time. Authors: Nahrgang, J.D., Morgeson, F.P., and Ilies, R. Reviewed By: Samantha Paustian-Underdahl The relationships that form between leaders and their

Who Sits Through E-Learning Anyway?

Topic: Training Publication: Learning and Individual Differences (1st QUARTER 2009) Article: The influence of goal orientation dimensions on time to train in a self-paced training environment Authors: K. Ely, T. Sitzmann, and C. Falkiewicz Reviewed By: Benjamin Granger E-learning refers to computer-mediated training that grants trainees a great deal of control

Which Employees Set the Bar Higher?

Topic: Personality, Motivation, Goals Publication: Personality and Individual Differences (JAN 2010) Article: Individual differences in reactions to goal-performance discrepancies over time. Authors: P.D. Converse, E. Steinhauser, and J. Pathak Reviewed By: Benjamin Granger By nature, a goal creates a discrepancy between an employee’s current performance and some future state. For example,

Cha Cha Cha Changes…in Selection and Training

Topic: Performance, Selection, Training Publication: Journal of Applied Psychology (JUL 2009) Article: Effects of selection and training on unit-level performance over time: A latent growth modeling approach   Authors: C. H. Van Iddekinge, C. H. Ferris, P. L. Perrewe, A. A. Perryman, F. R. Blass, & T. D. Heetderks Blogger:

Eyes on the prize

Topic: Leadership, Personality, Performance Publication: Journal of Applied Psychology (MAY 2009) Article:  The role of goal-focused leadership in enabling the expression of conscientiousness Authors: A.E. Colbert, L.A. Witt Reviewed By: Larry Martinez Colbert and Witt take the stance that goal-directed leadership tactics (being very directive about goals) creates an environment that allows