Research identifies distinct benefits to employees who behave well at work. What does this mean for organizations that want to maximize productivity?
Research shows that overly narcissistic leaders may view themselves as central to the organization’s identity, with negative effects to follow.
Researchers show how socially ostracized employees may be more likely to engage in unethical workplace behavior. What can organizations do about this?
Researchers demonstrate how workplace fairness may not always be enough to avoid harmful workplace outcomes.
Researchers support intelligence testing for predicting task performance, but demonstrate areas in which personality testing may work as well or even better.
Research demonstrates the pitfalls of employees who do not get enough sleep. It may affect the likelihood that they engage in unethical workplace behavior.
Researchers explain that workplace bullying is a form of institutional corruption that can ultimately undermine organizational success.
Research shows that children exposed to abuse and aggression during childhood are more likely to become abusive supervisors during adulthood.
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.
Research shows that bad behavior by employees can cause bosses to become abusive in response.
