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.
In this CQ Dossier we have a look at the key concept of self-determination and goal-setting theory. We draw on the main theories of self-determination (SDT), mastery motivation and goal-setting theory to provide you guidelines on how best to motivate your peers, coworkers and team members.
This CQ Dossier focuses on effective performance management and how organizations can initiate an effective performance management system (EPMS) that allows both managers and employees to strive for excellence.
This CQ Dossier describes the key components of implicit leadership theory. The dossier draws on research by Robert Lord and his colleagues to show how the assumptions that followers hold regarding what constitutes an effective leader can influence performance ratings.
In recent years, there has also been a focus on the destructive side of leadership and how dysfunctional leaders can undermine an organization’s value. In fact, empirical research has focused on the personality characteristics of flawed leaders and have pointed to negative personality traits as predictors of leadership derailment (Hogan & Hogan, 2001; Kippenberger, 1997). There appear to be several personality traits that are related to leader failure yet the three that are consistent across all studies are narcissism, psychopathy, and Machiavellianism, referred to as the “Dark Triad” (Paulhus & Williams, 2002).
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.
This CQ Dossier focuses on how organizations can effectively provide feedback to teams. Within performance appraisal research, attention has been paid on how best to provide feedback to individuals. It is less clear how to provide feedback to teams to help them be effective and efficient.
This CQ Dossier focuses on how organizations can effectively manage and lead teams through effective performance management. 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 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.