[We’re pleased to welcome authors Catherine Bailey of King’s College London, Ruth Yeoman of the University of Oxford, Adrian Madden of the University of Greenwich, Marc Thompson of the University of Oxford, and Gary Kerridge of the University of Warwick. They recently published an article in the Human Resource and Development Review entitled “A Review of the Empirical Literature … Continue reading A Review of the Empirical Literature on Meaningful Work
Dr. Perry Geue recently published an article in The Journal of Applied Behavioral Science, which is entitled "Positive Practices in the Workplace: Impact on Team Climate, Work Engagement, and Task Performance." We are pleased to welcome Dr. Geue as a contributor and excited to announce that the findings will be free to access on our site for … Continue reading How Can Positive Practices in the Workplace Impact Teams?
[We’re pleased to welcome authors Christine Wiggins-Romesburg of the University of Louisville and Rod P. Githens of the University of the Pacific. They recently published an article in the Human Resource and Development Review entitled “The Psychology of Diversity Resistance and Integration," which is currently free to read for a limited time. Below, Ms. Wiggins-Romesburg reflects on … Continue reading The Psychology of Diversity Resistance and Integration
[We’re pleased to welcome authors Dr. Alex Bryson of the University College London and Dr. Michael White Emeritus Fellow at Universty of Westminster. They recently published an article in the ILR Review entitled “HRM and small-firm employee motivation – before and after the Great Recession," which is currently free to read for a limited time. … Continue reading HRM and Small-Firm Employee Motivation – Before and After the Great Recession
[We’re pleased to welcome author Shaul Oreg of The Hebrew University of Jerusalem. He recently published an article in the Journal of Applied Behavioral Science entitled “Resistance to Change and Performance: Toward a More Even-Handed View of Dispositional Resistance," which is currently free to read for a limited time. Below, Dr. Oreg reflect on the inspiration for … Continue reading Individuals’ Personal Resistance to Change
[We’re pleased to welcome authors Brad Shuck of the University of Louisville and Kobena Osam, Doctoral Student at the University of Louisville, Drea Zigama of the University of San Diego, and Kim Nimon of the University of Texas at Tyler. They recently published an article in the Human Resource and Development Review entitled “Definitional and Conceptual Muddling: … Continue reading Identifying Employee Engagement
Researcher S. Bhattacharya conducted a survey of 10,000 job seekers and found that 42% left their jobs due to dissatisfaction with managers (Bhattacharya 2008). Does this sound like a reason why you left a job you've held in the past? Companies everywhere want to retain the most efficient performers, so what can "bad" managers do to motivate and … Continue reading Quitting the Boss? Data on how managers affect voluntary turnover
[We’re pleased to welcome author Stephen Bear of Fairleigh Dickenson University. Bear recently published an article in the Journal of Management Education entitled “Students as Protégés: Factors That Lead to Success,” co-authored by Gwen Jones. Below, Bear outlines the importance of this study:] We have established, in our undergraduate curriculum, a practitioner-mentoring program for all business … Continue reading Students as Protégés: Factors That Lead to Success
[We're pleased to welcome authors Julian Erben of the University of Koblenz-Landau and Frank Schneider of the University of Mannheim. Erben and Schneider recently published an article in the International Journal of Business Communication entitled "In the Ear of the Beholder: Self-Other Agreement in Leadership Communication and Its Relationship With Subordinates’ Job Satisfaction," co-authored by … Continue reading How Great Leadership Communication Yields Positive Job Satisfaction Scores
In today’s dynamic world, majority of boundary-spanning professionals like sales are expected to work for longer hours, regularly interacting with clients and, in several instances, operating across various time zones which ultimately results in blurring work–family boundaries. Sales is a key boundary-spanning function, which has central accountability in the organization and that is the reason … Continue reading Do Longer Working Hours Blur Work–Family Boundaries?