Modern working life is no longer about balance; it is about design. While people search for a perfect equilibrium between work and private life, research shows that this balance is achieved not only through external policies but also through individuals’ ability to shape their boundaries, values, and priorities. This is where the concept of “crafting”
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Authors: Ana Gugushvili, Noa Fernandez, Riccardo Curti, Zere Aktay, Sofia Pickert Key Points: 1. Research investigating the effect of diversity on job performance should always be analysed critically to assess the research methods used, as the common use of subjective performance ratings can lead to biased – and therefore misleading – results.   2. Subjective evaluations,
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Key Points:   Introduction Burnout is a growing problem worldwide, with serious effects on people’s health and job performance (see Burning the Midnight Oil for a review of burnout linked to job performance). It’s been officially recognized by the World Health Organization (2019) as a workplace issue. Burnout happens when people feel mentally and physically
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Key Points:   Introduction Burnout is a significant occupational issue characterized by emotional exhaustion, depersonalization, and a diminished sense of personal accomplishment (or inefficacy). It affects employees across all work contexts and is linked to numerous negative work outcomes such as reduced productivity, absenteeism (see Burning the Midnight Oil for a review of burnout linked
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Key Points: In today’s fast-moving environment, the ability to continuously innovate is more than a competitive advantage, it is a matter of a companies’ survival. Yet, while many leaders discuss “disruptive ideas” and “creative cultures,” few know how to create environments where innovation can thrive. A systematic review by Newman, Round, Wang, and Mount (2020)
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Key points Introduction Relationships with others play a big role in our lives.  Whether it’s a coach, a friend, or a mentor, the support we get from others affects how motivated we are and how well we perform. For example, when someone encourages us or gives us helpful feedback, we feel more motivated, and more
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Key Points: We are all unique beings, and the work-life balance we strive to achieve also reflects that uniqueness, shaping itself differently for everyone and producing different effects. Modern developments have made maintaining this balance increasingly challenging. The blurring of spatial boundaries and the pervasive role of technology has caused work and life domains to
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Key Points: Have you ever found yourself trying to look busy at work, just to avoid being perceived as slacking on the job, and to protect your job? That feeling refers to job insecurity – the fear of losing one’s job. Job insecurity (JI) is a menace. In the Randstad’s Annual work monitor report almost
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Key Points: 1. Costing organizations billions of dollars in lost productivity and other expenses, deviant workplace behaviours are harmful not only to employees but also to organizations at large. 2. Workplace deviance is distinct from counterproductive workplace behaviour with the key distinction being that workplace deviance includes specific negative work behaviours. 3. Workplace deviance can
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Key Points: Burnout is a multi-dimensional concept, that is not about working long hours. Job performance suffers when people experience burnout, and there are stronger performance impacts for feelings of inefficacy. Organizational interventions to support well-being and curb burnout need to focus on the measurement of burnout and how it may affect various occupations differently.
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Key Points: Relationship between turnover rates and organizational performance is significant and negative. Voluntary and reduction-in-force (RIF) turnover have more negative impact than involuntary turnover rates in the context of organizational performance. We have been going through a tough job market with lots of uncertainties: Covid lockdowns, rising and waning inflation, disruption of supply chains,
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Key Points: Coaching approaches that are rooted in psychological theories show a positive impact on coaching outcomes. More tools in our toolbox are better than one. Integrative coaching approaches are likely to yield the most impact on coaching outcomes. As coaching becomes increasingly popular and more accessible as a development intervention in the workplace –
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Key Points: 1. Workplace coaching is an impactful developmental intervention, it has an even greater impact for females and those more removed from the organizational setting. 2. Certified, evidence-based coaches, with a background in behavioral science will yield the greatest impact regardless of the number of sessions – benefits are realized regardless of how many
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Key Points: Quality management components of leadership, people management, process management, product design and management, quality data analysis, supplier quality management and customer all relates higher various organizational performance areas.   Achieving high performances in organizations is a continuous challenge that demands an adequate preparation, like a physical training. This preparation can rely on Quality
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Key Points: Goal interdependence (when individuals depend on each other for their goals), job-relevant diversity (difference among team members concerning job- or task-related characteristics), and team size are all team-level input variables that relate to innovation with goal interdependence having the strongest relationship among them. Internal communication, vision, support for innovation, and task orientation are
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“Should I stay or should I go?” Besides being a title of a glorious song by “The Clash” this is also a question that newcomers usually make when they have their first experiences in a new organization. And what can an organization do so that the answer will be positive? Here we present a summary of the most effective tactics of organizational socialization, to help newcomers’ adjust and improve their intent to stay.
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Key Points: Individual-specific characteristics, such as an employee’s personality traits and workplace attitudes, are not the only factors that influence whether they choose to engage in negative behaviors in the workplace. Often, negative workplace behavior is part of a behavioral exchange between individuals in which the negative behavior from one individual, Party A, is negatively
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Key Points: When managers receive training in mental health support, they gain a better understanding of mental health, become more empathetic, and take practical steps to help employees facing mental health challenges. Managerial training enhances knowledge, fosters empathy, encourages self-reported changes in how they interact with their teams, and creates a more supportive and stigma-free
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Key Points: Not all forms of humor are the same and different forms of humour can have different outcomes. Successful uses of humor (the sort that results in other people appreciating or finding funny) should be differentiated from unsuccessful humor use (jokes that don’t land well or that fail to deliver the intended humorous effect
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Key Points: Quality sleep significantly influences mental wellbeing. Improving sleep can lead to reduced depression, anxiety, stress, and better overall mental health. Prioritize rest and create clear boundaries between work and personal life to combat the “always-on” culture. This promotes wellbeing and enhances productivity. To support mental wellness, employers can offer access to care and
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Key Points: Mental health is a vital occupational health factor that organizations should prioritize by actively developing positive leaders who reflect effective leadership styles and behaviours, implementing supportive policies, and proactively monitoring employee well-being to create a more productive and inclusive work environment. Effective leadership styles like transformational leadership, relations-oriented leadership, and task-oriented leadership, and
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Key Points: Studies indicate that employees identify with organizations when there is an alignment in values, feelings of support, and they feel trust in the organization’s leaders to make the right decisions. The evidence suggests that organizational identification is malleable and can change with changes in the values of the organization or with changes in
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Key Points: Selection tools are quite different in their ability to predict performance than previously thought. Some less, some more. Overall (rather than contextualized) personality measures and years of job experience, are not meaningful predictors of performance. Structured Interviews, Job Knowledge, Biodata, Work Samples, Cognitive Ability and Integrity Tests are useful assessment methods and criteria.
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Key Points: You’ve no doubt heard the news that layoffs are trending. All it took for companies to start laying off thousands was the shift in the economic outlook and anticipation of the monetary policy changes that were going to follow that shift. The layoff frenzy seemed to start at tech where X (formerly Twitter)
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Key Points: Providing support for autonomy can help provide the basic underlying needs for intrinsic motivation – autonomy, competence and connectedness. When these needs are satisfied, employees are more likely to experience intrinsic motivation for their work. This is in-turn related to higher levels of general well-being, work engagement and positive work behaviors, and lower
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Key Points: Set challenging and specific goals for higher performance. Use data, feedback, and progress monitoring to achieve goals effectively. Consider individual differences and intrinsic motivation for successful goal setting. This Evidence-Based Summary has been made available in an audio-based format. Click play to give it a try! Most personal and professional progress is directed
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Key Points: Applicant experience seems to be linked to how applicants perceive the organization or whether they finish their application or not. Applicant experience’s correlation with perception and behavior do not seem to vary based on gender and sex. There are no differences between males and females and various age groups. Nowadays, many companies use
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Key Points: The belief that highly intelligent people lack social skills is a common stereotype, but recent research suggests it is more likely a myth than an informative stereotype. Findings suggest that smarter people tend to be better at accurately interpreting and responding to the social and emotional cues of others. By using objective data,
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Key Points: People with disabilities face barriers in employment, and accommodations such as accessibility facilities, flexible policies, and modified equipment are crucial for their work experience and quality of life. Many Canadian companies lack clear accommodation practices, resulting in less than 20% of people with disabilities using accommodations despite their right to be accommodated. The
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Detachment from work is an important component required for rest and recovery from work and yet many organizations are failing to provide their people with work experiences that take this key variable into account. Detachment is positively related to recovery, mental and physical health, wellbeing, having access to job resources, and task performance on-the-job. Detachment
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Key Points: Adequate support is essential for employee well-being and positively influences their behavior and attitudes towards work, leading to improved commitment, performance, and less turnover intention. Emotional and instrumental support in the workplace are strongly correlated, regardless of whether it comes from a supervisor or co-worker, but the ideal support system may vary depending
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Key Points: When delivered effectively, leadership training programs can improve leadership, change behavior, and help an organization’s bottom line. But you can’t just assume that the training you’re considering (or already receiving) is actually being delivered effectively. You should conduct a needs analysis before beginning training to ensure that the program that you’re considering is
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Key Points: Mindfulness is positively correlated with many highly sought health and wellness indicators. Mindfulness is similarly correlated with highly sought and highly effective leadership styles like transformational leadership, authentic leadership, and with specific leader behaviours like less leader abuse. Organizations would do well to implement demonstrably effective evidence-based mindfulness training as it’s both cost
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Key Points: Scientists have been studying personality at work for a century and they’ve created some fantastic measures of personality like the Big Five and the HEXACO. A recent meta-analysis examined which assessment was better at predicting deviant work behaviour, the newer HEXACO model or the much more established Big Five model. They found that
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Key Points: Work attitudes do seem to have a small causal impact on job satisfaction. Job satisfaction does not seem to cause an improvement in work attitudes. The impact of attitudes fades over time. Everyone on Earth has probably experienced just how much our attitudes can impact our work. Many of us have elucidating moments
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Key Points: Workplace bullying has been linked to negative outcomes of health and mental illness. Although depression, anxiety, stress, and burnout were all associated with being bullied. Symptoms of depression were most consistently. Anxiety and stress fall into two categories: Generalized anxiety and PTSD, which had stronger relationships with workplace bullying. Similarly, burnout symptoms were
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The drivers, factors, and contexts that boost work motivation. Key Points: Stand out elements for work motivation are goal setting, feedback, and feeling supported by your manager. Human motivation is not fixed; it can change through mindsets, circumstances, and outcomes. Tasks that involve creativity, autonomy, teamwork, and well-being are strong drivers of intrinsic motivation, the
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Key Points: Team collaboration is not fixed; embedding it is a great target for organizational improvement. Teams can be designed for collaboration. Focus on building collaboration into tasks and outcomes the team is pursuing. Team collaboration can impact how we think, act, and feel about our teammates. In turn, it improves performance. This Evidence-Based Summary has
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Key Points Studies show that employees’ emotional attachment to an employer has a positive impact on their attitudes and actions. Employees who view their organization’s culture highly are more likely to be committed to their employing organization. Organizations should focus on providing defined roles and job clarity, social support and autonomy to employees to increase
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Key Points  Previous work experience doesn’t predict performance in a new job as much as you might believe Previous work experience is also a poor predictor of training performance The impact previous work experience can have on job performance may depend on the complexity of the job How many times have you glanced through a
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Key points The concept of employee engagement that is popular in today’s organizations lacks a clear definition and solid evidence to support its links with employees’ performance Engagement surveys very often measure job satisfaction and organizational commitment, but these two variables are only weakly linked to employees’ performance Interventions to increase job satisfaction and organizational
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Key Points: Behaviour modelling training (BMT) is a popular training intervention which focuses on changing behaviours on the job. BMT improves trainees’ knowledge, skills, and desired actions on the job  You can design BMT to work even better, for example by describing both the “what” and the “why” of the new behaviors trainees learn Sarah
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Key points Team building interventions have three essential characteristics which clarify the confusion around the term and help differentiate it from other interventions aimed at teams; Team building interventions improve team members’ feelings and team interactions, but don’t have a considerable effect on team performance; Effective team building activities are not only fun, but must
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John Ballard is emeritus professor of management at Mount St. Joseph University in Cincinnati, Ohio. In 2016 the university presented him its Distinguished Scholar Award for his efforts to bridge the management scholar-practitioner gap through his blogs, tweets, and his award-winning book. He is co-author of the much-acclaimed “Who Built Maslow’s Pyramid? A History of
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Key points Coach-client trust, coaching motivation, and client self-efficacy are most consistently linked with workplace coaching success in current empirical research on coaching. The influence of feedback, coach-client similarity, and supervisor support is less clear. In addition to external research, people designing workplace coaching programs may want to look to organizational sources of evidence to
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Key points Employee recognition can be an effective tool to improve performance. How you recognize your employees can make a difference to the results they achieve. Apply employee recognition to the right behaviors and the right people. When used together; money, feedback and recognition seem to have a stronger effect on performance than when used
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Key Points – Employees who trust their leaders may feel more committed, more satisfied, and more likely to stay – Trust in leadership helps organizational change because it can create a collaborative environment where people share their knowledge – Leaders can build trust by making processes fair and transparent, treating people equally, and allocating resources
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Key points Team rewards can help improve team performance. Incentives to teams have stronger effects with small teams, when the team faces complex tasks, when rewards are equitable (vs equal) and when they are perceived as fair. When you design your reward strategy, consider organizational and local culture, and use feedback, praise and recognition too.
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In the same way your brand sells your products or services, you need to communicate your employer brand to attract the right candidates.
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Key Points There may be no single recipe for getting fairness “right” during an organizational change. However, research on fairness offers some compelling ideas to consider. You can integrate fairness into your change approach in various ways — the results or outcomes, the process you use to make decisions, how people are treated, and the
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