Virtual teams face unique challenges. How can leaders use empowerment to maximize team performance.
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?
The applicant interview is crucial in finding the perfect candidate for a given position. But what happens when applicants use deceptive impression management to weasel their way into a job. A new study examines how organizations can try to alleviate the problem by selecting interviewers capable of detecting when an applicant is being deceptive.
We’ve all seen employees in the service industry subjected to abusive behavior by rude customers. A new study by Ruodan Shao and Daniel P. Skarlicki finds that employees’ reactions to mistreatment by customers varies in individualistic and collectivistic cultures. It also suggests several solutions for dealing with the stress such rude treatment often causes.
We know that the compatibility between an employee and their work environment is critical. Good fit tends to lead to better attitudes, improved job performance, and lower turnover. But in a global economy, it isn’t safe to assume that all cultures value fit and compatibility in the same ways. In fact, they don’t.
Is the belief in one’s ability to succeed, also called self-efficacy, tied to past job performance or a cause of future success? Does self-efficacy lead to or come from successful job performance? This study looks at 38 studies with over 5,000 participants in an effort to answer these questions.