It may seem as though having a researched, data-driven recipe for creating innovation in the workplace is an oxymoron of sorts. Is there such a way of utilizing quantitative research to enhance such an abstract and free-flowing idea as innovation? A meta-analysis done by Hülsheger, Anderson, and Salgado (2009) showed that there were numerous studies that supported a logical set of methods that managers could use to foster innovation in the workplace.
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The ability to make people laugh is a powerful tool in any setting, so how can this instrument of humor be used to specifically enhance well-being? In general, having a sense of humor decreases depression and stress, while enhancing one’s mood and life/family satisfaction. A meta-analysis of 50 scientific studies, conducted by Mesmer-Magnus, Glew, and
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Employers have, at some point or another, probably felt both the pride of hiring a star employee and the disappointment of hiring a dud.  There is one thing that these two types of employees have in common, though: success on an employment interview.  How does this happen?  How can the interview be maximized to measure
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“How can I be less stressed at work?” Almost all employees at one time or another have asked this burning question, but not many have found the magic bullet to solve it. One potential answer may lie in Robert Karasek’s job demands-control model (JD-CM), which was developed to explain how different levels of job demands and control could influence strain, job satisfaction, and learning in the workplace. In order to fully understand this model, it is important to see that strain is the result of an imbalance between job demands and control within an organization.
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