We’ve partnered with numerous SIOP presenters, and they’ve provided us with the nitty-gritty on some of the very best presentations, offered to you in a multi-part series.
Job security has become a recurring theme after the economic downturn. It seems that nobody is completely immune to the threat of layoffs. Have you ever wondered what this does to the productivity and effectiveness of employees? What can employers do to make sure that their employees don’t become discouraged in the face of job insecurity, and instead maintain good job 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?
Sleepiness is what happens when people feel a strong biological urge to sleep. Unlike fatigue, which usually occurs when becoming exhausted by hard work, sleepiness has several different causes. These causes include poor sleep quantity (not getting enough sleep), poor sleep quality (waking up often while trying to sleep or
New research shows that certain organizational socialization tactics can help reduce newcomer anxiety and foster a greater sense of competence on the job. When socialization tactics enable the building of trusting relationships, organizations can facilitate greater organizational commitment among newcomers.
The use of social media at work is becoming increasingly common. A recent study done to develop a questionnaire for measuring good and bad social media behaviors revealed that, in addition to harmful social media behaviors being related to decreased performance, the beneficial behaviors seemed to have no significant relationship to performance. In short, no particular increase in performance output was detected.
Most of the time, we assume that early morning individuals are perceived more positively than their late-rising counterparts due to being evaluated as more productive and responsible. A new study in the Journal of Applied Psychology specifically examines how employees’ start times relate to the perception of their work ethics and subsequent supervisor performance ratings.
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?