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.
Workplace creativity has become increasingly valuable to employers. In the new study researchers found significant differences in how employees in Eastern and Western cultures function best creatively. They found that, due to factors such as power distance and collectivism, social context played a major role.
Do you want to excel at what you do, instead of just going through the motions? A new study on thriving at work finds that employees who are more hopeful, efficacious, resilient, optimistic, and have supportive supervisors are more likely to succeed, which in turn is related to greater self-development and work performance.
Studies show that diversity within organizations can lead to both positive and negative outcomes. The study detailed in “A meta-analytic evaluation of diversity training outcomes” suggests that diversity training– a course of instruction aimed at increasing the participants’ cultural awareness, knowledge, and skills in order to benefit an organization– plays a key role in determining the impact diversity has on the company.
Schools have adopted a zero-tolerance policy towards bullying. But what about bullying in the workplace? A new study on abusive supervision suggests that supervisor aggression can create emotional exhaustion among employees, ultimately leading to feedback avoidance.
Research shows that the positive effects of transformational leadership are not the same for all employees.
Researchers show that employees with good moods are more proactive, but this effect can backfire if moods are too good.
Through surveys of employees engaged in ongoing mentoring relationship, the authors explored relationships among mentors’ perceived organizational support (POS), the extent of mentoring functions protégés received, and protégés’ POS. The authors also investigated the role of the mentor’s altruistic personality.
Mentoring can provide a competitive advantage to organizations by benefiting both the mentor as well as the protégé.
Research considers the outcomes that occur when leaders pay attention to the workers as well as the work itself.
