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.
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.
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.
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.
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.
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.
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.
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
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