Pay-for-performance incentive programs may increase competition, stress, conflict, and mistrust, and may even lead to good employees leaving the company.
The term “corporate ethics” might send a shiver up the spine of many high-level executives. Illegal activities can send anybody to jail, no matter how white their collar. But there’s more to ethics than avoiding punishment. New research shows that organizations stand to gain immensely through ethical behavior, especially through the behavior of employees. How can organizations position themselves to take advantage of the benefits of being ethical?
It is difficult for employees to completely separate their home lives from their work lives. Stress that develops at home can actually spillover into the work environment, which leads to negative health outcomes for employees and negative organizational outcomes. A new study shows why organizations need to be on the lookout for employees who are experiencing stressful events in their personal lives.
There has been a growing level of interest in the positive effect of happy employees on organizational outcomes, but the specific meaning of happiness is less clear. A recent article reviews four dimensions of happiness and suggests that the emotion-based dimension plays the most important role in predicting favorable organizational outcomes like job performance and employee retention.
In the evolving workforce of the 21st century, there is a tendency for star performers to produce a disproportionate amount of output compared to the average performer. Despite this trend there has been very little shift in how we treat and manage star performers, often treating and paying them the same as average performers. The result is higher turnover among stars. How important are star performers and what can we do to better manage and retain them?
There’s a fine line between work engagement and workaholism. The former can lead to positive, dedicated employees; the latter can lead to burnout, bad attitudes, and quitting. Youngkeun Choi examines the differences between the two, offering organizations guidance on encouraging work engagement and discouraging workaholism.