1486 Posts Found

Theresa Wellbourne […] has conducted extensive studies of the relationship between organizational tension and business unit performance. According to her research, the single biggest predictor of poor organizational performance is when employees are “complacent” or “happy.” The second biggest predictor of poor performance is when employees are “burnt out” or “overwhelmed.” Getting the balance right is essential. Not all tensions are productive—think internal politicking and … [ Read more ]

Content: Quotation | Author: Saj-nicole Joni | Source: Business Finance Magazine | Subjects: Human Resources, Management, Organizational Behavior

Lack of time or resources can, of course, constrain knowledge transfer. But one barrier to passing deep smarts along to the next generation that is often unaddressed is the expert’s inclination to hoard knowledge. Financial incentives, personal ego, and discontent or frustration with the company are three of the top reasons individuals choose to keep their expertise to themselves. But they’re also three issues that … [ Read more ]

Content: Article | Author: Dorothy Leonard | Source: Harvard Business Review | Subjects: Human Resources, Knowledge Management, Management, Organizational Behavior

What I learned is that burning out isn’t just about work load, it’s about work load being greater than the motivation to do work.

Content: Quotation | Author: Keith Yost | Subjects: Human Resources, Management, Motivation, Organizational Behavior, Work

What people say they want and what people are willing to work their ass off to get are two different things.

Content: Quotation | Author: Hugh MacLeod | Subjects: Achievement, Motivation, Organizational Behavior, Personal Development, Personality / Behavior

Bank of America’s stringent onboarding process for new execs ensures they understand role expectations, quickly develop networks, and learn from other leaders what it takes to succeed. From the new book by Dorothy Leonard and colleagues, Critical Knowledge Transfer.

Content: Article | Author: Dorothy Leonard | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Best Practices, Human Resources, Knowledge Management, Management

In order that people may be happy in their work, these three things are needed: They must be fit for it. They must not do too much of it. And they must have a sense of success in it.

Content: Quotation | Author: John Ruskin | Subjects: Human Resources, Management, Organizational Behavior, Work

The ability to acquire, leverage and retain talent is increasingly vital. Many companies’ HR strategies and organizations were not designed for today’s global, digital marketplace. Accenture and Oracle explore the contents of a modern human resources toolkit.

Content: Article | Sources: Accenture, Oracle | Subjects: Human Resources, IT / Technology / E-Business

A strange pattern hovers over incentive/motivation programs. When economic times are good, companies launch incentive programs to reward high achievers. These programs create a positive energy that encourages competition, team play, and results. During economic slumps, these same companies quickly disassemble their incentive programs and re-evaluate the costs. Budgets once approved without hesitation are eliminated or severely reduced. Company executives know incentive programs can motivate … [ Read more ]

Content: Article | Author: Brian J O’Hare | Subjects: Human Resources, Management, Organizational Behavior

Neuroscience shows why numbers-based HR management is obsolete.

Content: Article | Authors: Beth Jones, David Rock, Josh Davis | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

Professor Sandra Sucher wants to change the way business thinks about workforce reductions. “We want people to learn about the forces they unleash in the firm when they institute layoffs.”

Content: Article | Author: Carmen Nobel | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Organizational Behavior

Talent remains a top concern for business leaders around the world. This concern is not about the availability of workers; it is, rather, about the shortage of critical skills, experiences and specialized capabilities of leaders, managers, creators and producers required in changing industries. As the global consumer and talent markets grow increasingly inter-connected, we are seeing new patterns and priorities emerge in what has for … [ Read more ]

Content: Article | Author: Jeff Schwartz | Source: Business Finance Magazine | Subjects: Human Resources, Management

When it comes to selecting and assessing CEOs, other C-suite level executives or board members, the most important criteria for boards to consider are competencies, commitment and character. This article focuses on the most difficult of these criteria to assess – leadership character – and suggests the eleven key dimensions of character that directors should consider in their governance roles.

Content: Article | Authors: Gerard H. Seijts, Jeffrey Gandz, Mark Reno, Mary Crossan | Source: Ivey Business Journal | Subjects: Corporate Governance, Human Resources, Leadership, Organizational Behavior

Sidestepping four common mistakes can help companies develop stronger and more capable leaders, save time and money, and boost morale.

Content: Article | Authors: Kevin Lane, Pierre Gurdjian, Thomas Halbeisen | Source: McKinsey Quarterly | Subject: Human Resources

This report details which HR practices and methodologies are helping companies to create competitive advantage and which need a different approach to suit the times. This analysis of a broad range of HR topics is based on the second survey conducted by The Boston Consulting Group and the World Federation of People Management Associations, which generated responses from more than 5,500 executives in 109 countries … [ Read more ]

Content: Article | Authors: Ernesto Espinosa, Florent Francoeur, J. Puckett, Jean-Michel Caye, Pieter Haen, Rainer Strack, Svend Lassen, Vikram Bhalla | Source: Boston Consulting Group (BCG) | Subject: Human Resources

Dramatic breakthroughs are being made in the study of brain function and human behavior. Recent advancements in talent analytics also have been extensive. The net effect is new opportunities for human resource organizations to improve workforce performance and business outcomes by concurrently leveraging science-based insights and emerging technologies.

Content: Article | Authors: Colin Sloman, David Gartside, Janice Simmons, Susan Cantrell | Source: Accenture | Subjects: Human Resources, Management, Organizational Behavior

If you haven’t been able to get the hiring thing right, don’t give up hope. Instead of seeking those who look good on paper, use this smart strategy to improve your hiring techniques.

Content: Article | Author: Erika Napoletano | Source: OPEN Forum (American Express) | Subject: Human Resources

A new study indicates that companies with strong core HR practices have revenue growth that is up to 3.5 times higher than that of their peers and profit margins that are 2.1 times better. The study looked at 22 HR areas and focuses on just six with the greatest tie between economic performance and a company’s capability. These areas are recruiting, on-boarding of new hires … [ Read more ]

Content: Article | Author: Joanne Sammer | Source: Business Finance Magazine | Subjects: Finance, Human Resources

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As these authors write, “Analytics does not have to be a whip used to increase the stroke count associated with extracting more from individuals. Rather, it can provide the opportunity to build a more effective, empowered and engaged workforce that increases the value of the larger organization.” They identify and describe six steps for achieving this in the article that follows.

Content: Article | Authors: Carl Hoffman, Eric Lesser | Source: Ivey Business Journal | Subjects: Human Resources, Management, Organizational Behavior

As companies stake their growth strategies on global expansion and penetration of new markets, they face a new global talent imperative. A mismatch between where supply and demand of available skills resides is forcing organizations to turn to other countries to locate scarce skills and source the best talent.

Organizations today face a different talent landscape, one in which the global talent map has lost its … [ Read more ]

Content: Article | Authors: Colin Sloman, David Gartside | Source: Accenture | Subjects: Human Resources, International