New research suggests that whom you are networking with may affect whether or not you voluntarily leave your job.
The term “corporate ethics” might send a shiver up the spine of many high-level executives. Illegal activities can send anybody to jail, no matter how white their collar. But there’s more to ethics than avoiding punishment. New research shows that organizations stand to gain immensely through ethical behavior, especially through the behavior of employees. How can organizations position themselves to take advantage of the benefits of being ethical?
It is difficult for employees to completely separate their home lives from their work lives. Stress that develops at home can actually spillover into the work environment, which leads to negative health outcomes for employees and negative organizational outcomes. A new study shows why organizations need to be on the lookout for employees who are experiencing stressful events in their personal lives.
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.
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?
There’s a fine line between work engagement and workaholism. The former can lead to positive, dedicated employees; the latter can lead to burnout, bad attitudes, and quitting. Youngkeun Choi examines the differences between the two, offering organizations guidance on encouraging work engagement and discouraging workaholism.
The authors examined predictors of aggregate quit rates using data from a 1998 establishment-level survey of telecommunications employees. Using industrial relationships and strategic human resource theory, they identify set of mechanisms and practices that are likely to predict quit rates.
Topic: Job Attitudes, Turnover Publication: Journal of Applied Psychology Article: When and How Is Job Embeddedness Predictive of Turnover? A Meta-Analytic Investigation Authors: Jiang, K., Liu, D., McKay, P. F., Lee, T. W., & Mitchell, T. R. Reviewer: Neil Morelli Have you ever had a job where you felt like
Topic: Talent Management, Turnover Publication: Academy of Management Review (JUL 2012) Article: Rethinking Sustained Competitive Advantage from Human Capital Authors: Benjamin A. Campbell, Russell Coff, & David Kryscynski Reviewed By: Susan Rosengarten All organizations want the secret to retaining top talent; I challenge you to find me one that doesn’t!