Employees performing degrading “dirty work” tend to disengage from the organization, but leadership emphasizing group goals may help keep them engaged.
Researchers demonstrate the pitfalls of employees working longer or working faster to deal with time pressure.
Experts successfully implement a job-redesign intervention that made a substantial positive impact on MIT and Harvard knowledge workers.
Researchers uncover two key factors that help determine if ethical leadership will lead to employee success.
Research shows that leaders can manage the negative emotions of their employees by adopting specific strategies.
What happens if you do more than your job calls for? On one hand, you might be helping your organization achieve success. But what does it do for you?
Research has long explored strategies used by service industry employees to meet the emotionally demanding “display rules” necessary for their profession.
We all like breaks: Lunch breaks, coffee breaks, water-cooler breaks, checking Facebook breaks, week in Maui breaks. But won’t lots of breaks hurt an organization’s bottom line? New research shows that the opposite may be true. Breaks may be beneficial for employee success.
Who do you really want answering that important 3am phone call? Probably not your employee. New organizational theory proposes that constant connectedness or working irregular hours can lead to sleep deprivation. While pushing employees extra hard may seem to initially increase organizational performance, it is certainly no long-term winning strategy.
If you work in a typical cubicle and skip washing your hands, it’s gross, and you might give your coworker a cold. When doctors and nurses don’t wash their hands, it could be deadly. How do job demands and work overload influence the rate at which health-care providers maintain required hygiene standards, and what does this mean for your organization?
