How Corporate Social Performance Attracts Job Seekers
Research finds that organizations attract more job-seekers when they emphasize corporate social performance.
Research finds that organizations attract more job-seekers when they emphasize corporate social performance.
Job interviewers often have two goals in mind when meeting an applicant and conducting a job interview: Evaluate the candidate’s fit for the company or position, and “sell” the job to the prospective employee. A new study shows how this “selling orientation” negatively impacts an interviewer’s judgment.
Is having higher status always the best thing for greater performance outcomes? A new study examines how status loss affects the performance of both high and low status employees.
Many employees are being sent on international assignments these days. A new study shows that initial motivation and psychological empowerment are crucial to success, but they interact with different kinds of stressors to affect performance.
Research explains the concept of climate for inclusion, shows how to measure it, and explains why it is so beneficial to organizations.
Researchers test methods of stress reduction interventions at work and find specific ways that employees can successfully reduce stress in the workplace.
Research explores how empowering and directive leadership styles can influence different types of followers.
Research reveals that powerful leaders can inhibit team communication and thereby jeopardize organizational effectiveness.
Mentors can help prepare women and minorities for boardroom norms, leading them to increased opportunities.
Researchers demonstrate that introverted or neurotic employees tend to perform better over time on teams and group tasks.