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, especially from external raters, tend to overestimate the benefits of job-related
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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: 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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