There are countless pieces of advice when it comes to improving work that relate to becoming more productive, efficient, profitable, happy, etc. While much of the advice available for free is not rooted in solid evidence, one of the main scientific assets to understanding workplace improvement is behavioral science. There is a breadth of evidence, even entire academic disciplines, which suggest that insights from psychology in particular are directly correlated to improving internal and external relations and practices at work. This blogpost highlights some of the main direct and indirect influences of behavioral science at the workplace and highlight how many principles can easily be implemented to much success.
Recently, there has been a trend among top-performing companies to reinvent their performance management systems. Organizations are discarding the traditional practice of evaluation through a system of training, promotion, and reward to a nimble system that works in the present moment (Buckingham & Goodall, 2015). These new systems focus on assessing future performance or potential rather than a focus on the past. This blog post will describe the latest innovations in performance management and their viability.
When workers are absent from work, this can cause many problems for organizations. Although organizations expect employees to take time off for doctor appointments and sickness, excessive absenteeism can lead to decreased productivity (Forbes, 2013). One of the best competitive advantages for organizations is the people that they hire. When talent is absent from work, this can have a deleterious effect on organizational effectiveness. A survey of European countries conducted by Eurofound revealed that, on average, rates of absence across Europe are between 3% and 6% of working time. Taking this into consideration makes absenteeism rate a hidden champion key performance indicator (KPI) for productivity, employee engagement and leadership effectiveness. This blog post discusses the causes and costs of absenteeism as well as how to measure and reduce it.
One of the current “trends” in the science of management is examining employees’ resilience. Like “emotional intelligence” and “grit” before it, “resilience” has become a desirable and much-discussed quality that hiring managers seek and leaders work to increase (Leadbeater, Dodgen, & Solarz, 2005). This is not without reason – resilience has been found to predict long-term success in a variety of fields (Klohen, 1996).
There is a growing need among managers to understand issues concerning organisational job satisfaction. It is quite tempting to regard job satisfaction as simply being ‘happy’ at work, but this topic is slightly more complex than we would normally expect. Let us start by defining job satisfaction and look into what it involves. One of the most common definitions for job satisfaction came out in 1976 from an American psychologist named Edwin Locke. As he put, it is simply “a pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. In other words, workers draw on their perceptions and emotions to evaluate jobs in some degree of favour or disfavour.
Concepts like efficiency vs. creativity or stability vs. flexibility are deeply engraved in our vocabulary as opposites rather than synergies. A similar contrast is the distinction between startups and companies. While startups amid current debates about disruptive innovations, digitalization, and industry 4.0 are generally associated with speed and agility, terms like bureaucracy and heaviness come to mind when we are thinking about companies
Leaders within organizations are tasked with taking time to know what burnout is, how to identify it, how to prevent it, and how to address it if it spotted. It may seem like that is a personal matter for the employee to tend to, however, there is evidence to the contrary. Organizations are, at the core, made up of people. Not taking care of them is like neglecting any process or element of the business. If you don’t address this problem which may be lurking in your workplace, it could cost the company capital, both human and financial.
We’ve all had positive moments in our lives that you just won’t forget. It doesn’t matter if those moments were part of personal life or professional life, occurred during studies or other forms of education: Situations that are associated with fun, inspiration, hope, interest, admiration, and pride are etched into our memory and can be recalled in great detail and with great emotional depth many years later. This is in strong contrast to a large number of lectures, meetings, trainings, etc. whose content we are only able to memorize after multiple repetitions and great effort, for a short period at most.