We already explained what Evidence-based management is, but why do we need it?
Research findings explain how HR managers are often not better on a HR knowledge test than university undergraduates. Discover what you can do about it, and why this matter for the world of HR.
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In this article we would like to provide a comprehensive report of the WOP psychologist, also known in US as I/O (Industrial-Organizational) psychologist. This is a more technical way to present ourselves as professionals and display our main skills. The US O*Net Online database will help in this task.
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Evidence-based management is the practice of making managerial decisions with the use of critical appraisal and the best available evidence, with the aim of making these decisions more accountable and efficient. But why do we need to be evidence-based, and how can you do it?
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Emotional intelligence can predict performance, but we will tell you how much and why, and EI-lovers might not like it.
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Lots of articles, books, lectures or even TED talks based on surveys and expert opinions are claiming that Veterans, Boomers, Xs and Millennials need to be treated differently because they hold diverse work-related attitudes. Is that a myth or reality? In this article we will present the counterintuitive results of a very solid and reliable study.
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Although the concept of psychological safety has been around since the 1960s, it recently came storming into the mainstream when research by Google on high-performing teams hit the news. While Google’s research, which focused on 180 of its teams, is illuminating, this evidence summary highlights some of the findings from a new meta-analysis on the topic by Lance Frazier and colleagues (2017). They reviewed samples from 117 studies representing over 22,000 individuals and nearly 5,000 groups!
Specifically, we’ll review the answers to five important questions about psychological safety in light of these findings
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Virtual teams use email and social media to communicate. It’s hard to think of any team that isn’t virtual to some extent. When your team are in different buildings, time-zones or cultures, traditional face-to-face management techniques may not work. So how can we improve the effectiveness of virtual teams?
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How many teams are you part of right now? Teams are everywhere in our society. One way of boosting teams is to train people regarding teamwork: how they work with each other while they try to solve their common task.
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Have you ever worked in a virtual team? Collaborating with colleagues at distance is now very common, just look at the success of virtual team working tools such as Google Hangouts, Google Drive and more recently, Slack. Breuer, Hüffmeier and Hertel (2016) conducted a meta-analysis of 52 studies which investigated the role of trust in virtual teams. They pulled together results from 1,850 teams – that’s data from more than 12,000 people!
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The benefits of assessments are clear to practitioners, but may not be so to candidates. In a world where sites like Glassdoor made it so easy to share negative experiences with other potential applicants, shouldn’t companies care more about improving fairness perception during the selection process? The solution may be very simple.
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To face the challenge of attracting the best performers, companies apply various tactics to ensure top candidates don’t run away. How can we understand applicants’ experiences and reactions to the selection process, and what do they do next?
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In 2013, Colquitt et al. published a colossal meta-analysis pooling results from 413 scientific studies which investigated to what extent employee perceptions of justice in managerial behavior are associated with higher employee performance. The type of research studies included allows us to conclude if there is a positive relationship between perceptions of justice and performance.
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In 2012 the International Coaching Federation estimated that the coaching industry was worth $2bn annually. But does workplace coaching work, and if so, how can businesses get maximum value from their coaching spend?
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In 2012 the International Coaching Federation estimated that the coaching industry was worth $2bn annually. But does workplace coaching work, and if so, how can businesses get maximum value from their coaching spend?
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-Cognitive ability matters for training success, but motivation matters more!
-Motivation is likely to be higher when trainees believe in themselves (self-efficacy) and when they value the benefits that a training brings (valence).
-Training works when people learn, then apply what they learned to their job and their performance improves.
-Skill acquisition and self-efficacy will likely lead to training material being transferred to the job.
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Key points To promote mental health, give employees more control over the scheduling of their own work and introduce programs to facilitate a healthy lifestyle, for example enabling employees to engage in physical activity Screen employees when appropriate; recommend and support Cognitive-Behavioral Therapy and other effective interventions for those diagnosed with a mental health disorder
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It is estimated that more than 3 in 10 employees will experience a mental health problem each year, with a staggering 80 million working days lost to anxiety and depression. These disorders are common yet devastating, and can make work a constant battle for employees. With such a widespread impact on employees across workplaces, identifying and addressing these risk factors is vital. What impact might they be having in your workplace?
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Mark – we would like to give you some space to introduce yourself. In a nutshell, who are you, and what do you do? So, a colleague and I co-founded Acclaro out of a desire to help organizations constructively and scientifically work with the interrelated dynamics of employee experience and an organization’s environment. Our desire
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ob Briner is Professor of Organizational Psychology in the School of Business and Management at Queen Mary University of London. He is also very active in developing evidence-based practice in management, HR and organizational psychology. He was a founding member, Vice-Chair and now Scientific Director of the Center for Evidence-Based Management which, through its teaching, training and dissemination activities aims to help managers make better decisions by adopting the principles of evidence-based practice. Rob’s work in this area has led to him being named in 2016 the Most Influential HR Thinker by HR Magazine.
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Dr. Richard MacKinnon is the Insight Director at the Future Work Centre. He is responsible for setting the research agenda, developing evidence-based solutions for clients and representing the centre at conferences and media events.
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Discover how Cédric Velghe from The VIGOR Unit can fill the gap between Science and Practice.
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