3567 Posts Found

Can you say with confidence that each report would want to be on your team again? If you aren’t sure that the answer is yes, it’s probably no.

Content: Quotation | Author: Julie Zhuo | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior

Checkr VP of Engineering Krista Moroder opens up about the rotation program that’s helped keep her org’s non-regrettable attrition at near-zero.

Content: Article | Author: Krista Moroder | Source: First Round Review | Subjects: Human Resources, Management, Organizational Behavior, Training & Development

The value of working together is intuitive to most leaders. Capturing the full value of operating as one firm, however, is elusive for most. Those who drive integration and standardization from the top down often stifle business-level innovation, entrepreneurship, and client responsiveness, which can further create talent attraction and retention issues. Those who emphasize local autonomy, however, often create massive inefficiencies, competing priorities, and inconsistent … [ Read more ]

Content: Quotation | Authors: Blair Epstein, Caitlin Hewes, Scott Keller | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

In Gallup’s experience, companies that want to create or sustain a strong culture can only do so by focusing on the larger dynamic: their organizational identity.

Organizational identity is made up of three interrelated elements: purpose, brand and culture.

• Purpose: Why does our organization exist, and why are we here?
• Brand: How are we known to the world?
• Culture: How do we live, and how do we accomplish

… [ Read more ]

Content: Article | Author: Amy Adkins | Source: Gallup Management Journal | Subjects: Culture, Organizational Behavior

Intense competition in the workplace may lead managers to sabotage talented employees to protect their own job security, says research by Hashim Zaman and Karim Lakhani.

Content: Article | Authors: Hashim Zaman, Karim R. Lakhani, Michael Blanding | Source: Harvard Business School (HBS) Working Knowledge | Subjects: Human Resources, Management, Organizational Behavior

When others assume you don’t care, they can easily reject your proposal or your presence with the pretense of style. But once they know you do care, and share a similar intent, even your critiques become an expression of that care.

Showing care requires naming a shared intent… It requires acknowledging that you are asking them to sacrifice old habits and norms they have valued, to … [ Read more ]

Content: Quotation | Author: Gianpiero Petriglieri | Source: Harvard Business Review | Subjects: Change Management, Organizational Behavior, Personal Development

We demand that leaders be decisive, but research in social psychology and behavioral economics suggests that decisiveness is not an unequivocal good. Studies on “mindset” reveal that, when contemplating an important decision, prematurely focusing on execution can exacerbate decision-making biases and lead to overconfidence and excessive risk-taking.

Content: Article | Author: Derek Pankratz | Source: Deloitte Review | Subjects: Decision Making, Management, Organizational Behavior, Personal Development

Connecting with others and belonging are basic human needs that are essential to being our best selves.

When we leave an experience where we presented our imperfect selves yet felt belonging, we feel energized and at our best. When we leave an experience where we presented our imperfect selves and were ignored or ridiculed, we feel deeply disconnected and disengaged.

This is as true at work as … [ Read more ]

Content: Article | Authors: Jake Herway, Jane Smith | Source: Gallup Management Journal | Subjects: Best Practices, Culture, Management, Organizational Behavior

Companies miss the mark on high managerial talent in 82% of their hiring decisions, which is an alarming problem for employee engagement and the development of high-performing cultures…

Conventional selection processes are a big contributor to inefficiency in management practices; they apply little science or research to find the right person for the managerial role. When Gallup asked U.S. managers why they believed they were hired … [ Read more ]

Content: Quotation | Authors: Jim Harter, Randall J. Beck | Source: Gallup Management Journal | Subjects: Hiring, Human Resources, Management, Organizational Behavior

Leaders who listen well create company cultures where people feel heard, valued, and engaged. In addition, employees who experience high-quality listening report greater levels of job satisfaction and psychological safety. If you’re interested in sharpening your listening skills, try using these four techniques: (1) Listen until the end — don’t jump in or interrupt the speaker; (2) Listen to summarize the problem, not to solve … [ Read more ]

Content: Article | Author: Debra Schifrin | Source: Harvard Business Review | Subjects: Communication, Management, Organizational Behavior, Personal Development

McKinsey research found that workplace relationships account for 39 percent of employees’ job satisfaction. Moreover, relationships with management, in particular, account for 86 percent of workers’ satisfaction with their interpersonal ties at work. Yet, despite the importance of these manager–employee relationships, surveyed managers report spending almost three-quarters of their time on tasks not directly related to talent management.

Content: Quotation | Authors: Bill Schaninger, Bryan Hancock, Emily Field, Marino Mugayar-Baldocchi | Source: McKinsey Quarterly | Subjects: Human Resources, Management, Organizational Behavior

Creating effective teams depends on multiple factors, including high levels of trust and communication, and understanding team context. A new approach helps elevate performance and create value.

Content: Article | Authors: Aaron De Smet, Anaïs Fifer, Gemma D’Auria, Kim Rubenstein, Liesje Meijknecht, Maitham Albaharna | Source: McKinsey Quarterly | Subjects: Organizational Behavior, Teamwork

Implementing bottom-up feedback can improve management and productivity, according to research by Wharton’s Shing-Yi Wang.

Content: Article | Authors: Jing Cai, Shing-Yi Wang | Source: Knowledge@Wharton | Subjects: Management, Organizational Behavior

This is how civilizations decline. They quit taking risks. And when they quit taking risks, their arteries harden. Every year there are more referees and fewer doers. When you’ve had success for too long, you lose the desire to take risks.

Content: Quotation | Author: Elon Musk | Source: Farnam Street | Subject: Organizational Behavior

Whenever you position something so that there’s going to be a winner and a loser, very rarely have I seen that be to anybody’s benefit.

Content: Quotation | Author: Ginni Rometty | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior

Asking for help is a sign of strength, not weakness, because you’re acknowledging what you or the organization know or don’t know… It takes a strong person to do that, to ask for help. When people won’t ask for help when they need it, I get very nervous. To me, that’s a great sign of weakness.

Content: Quotation | Author: Ginni Rometty | Source: McKinsey Quarterly | Subjects: Career, Organizational Behavior, Personal Development

Two major factors influence employee performance, Gallup has found: engagement and well-being. Gallup measures engagement for employees through the Q12 survey, which consists of 12 actionable items with proven links to performance outcomes. And with Healthways, we measure well-being through five elements that are crucial to a life well-lived.

Now, many organizations measure and evaluate their employees’ engagement, while others focus on improving their workers’ well-being. … [ Read more ]

Content: Article | Authors: Dan Witters, Jim Harter, Sangeeta Agrawal | Source: Gallup Management Journal | Subjects: Best Practices, Management, Organizational Behavior

Why do bonuses sometimes backfire? It’s because each incentive design choice both signals information about your own beliefs and intentions as an employer and shapes the signaling value of employee behavior within the organization. If you don’t think through these signals carefully, you may end up approving a bonus scheme with results that are the opposite of what you intend. This article offers a way … [ Read more ]

Content: Article | Authors: Dirk Sliwka, Timo Vogelsang | Source: Harvard Business Review | Subjects: Compensation, Human Resources, Management, Motivation, Organizational Behavior

Maslach and Leiter frame and define [burnout] as arising from mismatches in the relationship of employees with their jobs. They identify three dimensions of this relationship: the capability dimension, which is governed by workload and control; the social dimension, governed by reward and community; and the moral dimension, governed by fairness and values. When any one of these dimensions break down… the result, write the … [ Read more ]

Content: Quotation | Authors: Christina Maslach, Michael Leiter, Theodore Kinni | Source: strategy+business | Subject: Organizational Behavior

Daniel Kahneman was the psychologist whose findings helped launch behavioral economics. The encouraging words he shared with me offer good news for organizations.

Content: Article | Authors: Daniel Kahneman, Tim Koller | Source: McKinsey Quarterly | Subject: Organizational Behavior