For the past few decades, psychological researchers have been aware of a phenomenon called ego depletion: the wearing down of willpower and self-control. The most common understanding of the subject...
This CQ Dossier focuses on effective performance feedback and how to give performance feedback to employees that improves individual and organizational effectiveness. We review recent research from psychology and related social sciences and summarize the key findings such that manager and professionals can implement them in their organization.
Managers are uniquely positioned to evaluate the performance of their employees as well as themselves. By virtue of your position, you have access to a variety of data sources that can be used to draw conclusions about employee productivity, commitment, and satisfaction; many of these data sources can also be used to draw meaningful inferences about your own leadership ability.
If you’ve risen to a management position, you have already demonstrated the ability to be flexible, assertive, and growth-minded. This CQ Dossier will provide you with an initial guide of skills you need as a manager and how you can acquire them.
Managing a diverse array of working professionals is an endlessly complex task. Not only is each employee multifaceted and psychologically complicated, so are the constantly evolving relationships and group dynamics present between each of them. It is no surprise, then, that some of the most common problems encountered by managers are interpersonal and psychological in nature.
All employees have distinct psychological needs. When managing a large group of people, you will generally be unaware of what the full extent of these needs are. This CQ Dossier provides you an introduction into what you have to consider in order to ensure your employees' psychological wellbeing.
Burnout is, largely, a social phenomenon. Many of the causes of burnout are social: when an organization is run in an unjust fashion, conflict is high, and employer demands are difficult to meet, employees are at a greater risk of burning out (Oberle et al, 2016). Burnout is also exhibited in social terms: burned out employees are more disagreeable, apathetic, and jaded. The diminished performance of a burned out employee can create more conflict and disappointment within their workplace, negatively impacting those around them (Kim et al, 2017).
Burnout is the enemy of productivity, collaboration, and morale. When an employee is experiencing burnout, they report low motivation, low investment in their organization’s goals, and an outlook that is pessimistic and grim. Burned out employees are more likely to be absent, waste time at the workplace, make avoidable errors in their work duties, and generate conflict among their co-workers.
A growing number of organizations are focusing on caring for their employees in a holistic, wellbeing-focused manner. Particularly among tech companies and start-ups, employee benefits now surpass simple health and retirement benefits, and include physical health programs, continuing education credits, and even on-site wellness facilities such as yoga rooms (Dailey & Zhu, 2017).
Most managers are well aware that employee satisfaction and job enjoyment predicts performance, retention, burnout, and other crucial outcomes. Employers also tend to recognize the value in selecting and screening for employees who are optimistic, and otherwise psychologically equipped for their specific position.
High quality knowledge is one of the most important assets for managers and professionals nowadays. You and your organization can only be successful when decisions are taken based on a wide range of...