Within the organizational science literature, it is well understood that organizations that treat their employees well tend to be more effective. Organizational justice has been linked to job performance at the individual, team, and organizational level, including both task and contextual performance. In this CQ Dossier we have a look at the foundation of organizational justice.
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 goals to be socially responsible?Is it worth making a commitment to the social good?Which management practices help drive CSR?Insights from evidence-based management (EBM or EBMgt) show that CSR has many positive effects and does not have to mean altering a strategy - rather, small steps can yield big outcomes and help firms create sustainable value in mindset and organizational culture.
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.