This CQ Dossier provides evidence-based e-learning practices for team e-learning interventions. The dossier draws on e-learning principles that have been shown to be effective for more than one person. Organizations have focused on using teams to increase organizational effectiveness yet many of these practices have not always been based on scientific principles.
This CQ Dossier focuses on effective e-learning and how organizations can initiate an effective e-learning program that trains and develops talent within the organization. The dossier describes the features and stages of an effective e-learning system and provides brief suggestions on how organizations can create an effective system. The objective of an effective e-learning system is to provide training to employees through web-based instruction for them to be effective in their jobs.
This CQ Dossier focuses on how to provide effective e-learning to learners on an individual basis. The dossier provides several training strategies and techniques that have proven effective in scientific research.
The concept of Corporate Social Responsibility (CSR) has been on the radar since the 1950s and has altered the way many organizations conduct business:To which extent should organizations align their...
This CQ Dossier focuses on the implementation of an effective safety climate through high reliability teams (HRT) in high reliability organizations (HROs). The dossier draws on theory and research on HRTs to provide a series of broad-based recommendations that will enable the implementation of policies to provide a strong safety climate.
This CQ Dossier focuses on how organizations can effectively use High Reliability Teams to promote safety. Effective teams are social in nature with team members having high task interdependency and shared, common values (Salas, Cooke & Rosen, 2008). High Reliability Teams have the ability to promote safety through task-relevant knowledge, high levels of communication, and adapting to the environment. This dossier describes why High Reliability Teams can promote safety and the importance of safety promotion through teams.
For organizations to have an effective performance system, they must cultivate a culture that encourages effective performance. This CQ Dossier describes those characteristics of organizational culture that promote effective performance and makes recommendations on how organizations can create interventions to promote a culture that values high performance.
Most of the research on leader effectiveness has focused on the positive side of leader behavior. However, there is evidence that toxic leaders can seriously undermine organizational life through creating a climate of intolerance and incivility. This CQ Dossier describes toxic leadership and how this negative form of leadership can disrupt effective performance management.
Managers are typically tasked with overseeing and taking steps to ensure the productivity of their employees. This task is complicated and requires a finely-tuned blend of providing motivation, doling out consequences, adapting to institutional change, and helping employees build independence and new skills.
Most managers are, by definition, focused on factors outside of themselves. Managing a team of employees and running an organization requires a ton of outward attention, and an ability to prioritize others’ needs before addressing ones’ own. This perspective, however, can come at a high price: managers may neglect to notice or address their own stress and physical health.
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.