Employee Happiness and Company Performance
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The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams
The Effect of Interpersonal Counterproductive Workplace Behaviors on the Performance of New Product Development Teams Tianjiao Qiu California State University, Long Beach Benjamin Steven Peschek California State University, Long Beach This research aims to investigate how interpersonal counterproductive work behaviors impact new product development team performance through teamwork. Specifically, we address two aspects of team work: team trust and team learning. Analyzing survey responses from 26 student teams with hierarchical linear modeling techniques, we demonstrate that team members’ interpersonal misbehaviors lead to lower levels of emotional integration and less sharing and acquiring of new knowledge within the team. Furthermore, interpersonal misbehaviors are not only detrimental to effective team collaboration process, but also directly influence the success of new product development projects. INTRODUCTION New product development (NPD) teams are commonly adopted in organizations to optimize NPD process, rather than assigning projects to individuals solitarily (e.g., Brockman, Rawlston, Jones, & Halstead, 2010). Integrated product development is dependent upon how team members work together toward a common goal. The complex NPD process (including discovery, development, testing and launch) is inherently a group process, which requires the concerted efforts of all team members (e.g., Qiu, Qualls, Bohlmann, & Rupp, 2009). Any single team member who works in isolation will be at a disadvantage compared to a team of individuals who can utilize the entirety of the team members’ contributions. The increased need for teamwork has received wide attention in current research (Bstieler & Hemmert, 2010). One main stream of research focuses how cross-functional integration influences NPD success (e.g., Qiu et al., 2009). Another stream of research addresses the leadership role in promoting NPD performance through better coordination (e.g., Sarin & McDermott, 2003). -
The Relationship Between Job Satisfaction, Job Performance and Employee Engagement: an Explorative Study
Issues in Business Management and Economics Vol.4 (1), pp. 1-8, January 2016 Available online at http://www.journalissues.org/IBME/ http://dx.doi.org/10.15739/IBME.16.001 Copyright © 2015 Author(s) retain the copyright of this article ISSN 2350-157X Original Research Article The relationship between job satisfaction, job performance and employee engagement: An explorative study Received 15 December, 2015 Revised 6 January, 2016 Accepted 11 January, 2016 Published 20 January, 2016 Abdulwahab S. Bin Successful organizations know that employee satisfaction, performance and Shmailan employee engagement are crucial. This research was conducted to examine what contributes to a satisfied employee by examining a number of factors Department of Management and such as job fit, good communication, appreciation and clear objectives. The Information Technology, Jubail study will also look at the roles of the organization and individual in Industrial College,P.O. Box employee satisfaction. Job performance, another key success factor for 10099, Jubail Industrial City, organizations, will also be examined. The link between employee 31961, Saudi Arabia. satisfaction and performance findings will be illuminated and related examples of what can be done to improve both variables will be provided. Author’s Email: Finally, this study discusses employee engagement which combines the [email protected] above topics and much more including definitions, organizational success, and how to develop a successful employee engagement program. This study will also provide compelling information that will help to understand the advantages of having satisfied and high performing employees as well as using the power of employee engagement to be competitive and profitable. -
Learn to Loveyour
Learn to Love Your Job With approximately one-third of our “It’s really hard for someone who looking for things you can control. It waking hours spent at work—and isn’t happy at work to be engaged,” may be as simple as switching to a another third presumably spent Shane says. “Engagement requires a different shift to work with a supervisor thinking about it—there’s no question good bit of positive emotion, so if you’re or co-workers you find more enjoyable that where, how and with whom we feeling a lot of negativity about your or taking on a task that you are good at wwork plays a significant role in our job, the chance of being engaged or find stimulating. overall well-being. goes down.” “And you have to start each day “Being happy at work is key to being Engagement, however, is about more deciding it’s going to be a good day,” happy in life,” notes Shane Lopez, than happiness. It’s about being content Shane says. “Maybe you just start with Ph.D., Gallup senior scientist and with the work you’re doing and having a the morning, and say today is going to research director at Clifton Strengths sense of curiosity. The good news is, be a good morning. You’ll find that it Institute. “Lots of different domains in each of us has more say in our happiness bleeds over into your afternoon.” our life hinge on it. If that work domino at work than we might realize. doesn’t fall into place, it’s hard to make “You can tweak things like how you Take a Breath the most of your relationships or be your spend your time, who you’re spending it Not everyone believes that happiness best self. -
Resource 1: CTE Orientation to the Employer Community
Resource 1: CTE Orientation to the Employer Community Talent Pipeline Management® (TPM) TPM RESOURCE GUIDE: A Compendium for High-Quality CTE Resource 1: Table of Contents Orienting CTE to Employers, Employer Organizations, and Professional Roles .....................................................................................1.2 Employers are in both the public and private sectors ...................................................1.2 Employers in the private sector are usually classified by industry and size with one or more physical locations or establishments ................................................................................................................1.3 Employers vary widely in how they organize work and how they define their critical jobs ....................................................................................1.4 Employers vary widely on how and where they recruit talent for their most critical jobs ...........................................................................1.6 Employers utilize professionals in multiple roles for recruiting and developing talent .................................................................................1.7 Employers directly engage in workforce initiatives and partnerships as well as through trusted intermediaries, including business associations. .......................................................................................1.9 Recommended Actions for CTE Programs and Professionals .......................................................................................... -
How Industrial Relations Informs the Teaching of Ethics in Human Resource Management
Southern Business Review Volume 32 Issue 2 Article 4 How Industrial Relations Informs the Teaching of Ethics in Human Resource Management Charles G. Smith Otterbein College Hugh D. Hindman Appalachian State University Follow this and additional works at: https://digitalcommons.georgiasouthern.edu/sbr Part of the Business Commons, and the Education Commons Recommended Citation Smith, Charles G. and Hindman, Hugh D. () "How Industrial Relations Informs the Teaching of Ethics in Human Resource Management," Southern Business Review: Vol. 32 : Iss. 2 , Article 4. Available at: https://digitalcommons.georgiasouthern.edu/sbr/vol32/iss2/4 This article is brought to you for free and open access by the Journals at Digital Commons@Georgia Southern. It has been accepted for inclusion in Southern Business Review by an authorized administrator of Digital Commons@Georgia Southern. For more information, please contact [email protected]. How Industrial Relations Informs the Teaching of Ethics In Human Resource Management Charles G. Smith and Hugh D. Hindman Most people want to do also because they directly avoid the historical and the “right thing.” This is true affect people and, so, have the philosophical backdrop that in business as well as in life. It potential to bring significant give texture and substance to is the duty of business good or significant harm to these decisions, an under- educators to provide a both individuals and to standing of the intellectual framework for students and society. To better inform the antecedents of today’s peers to judge the operational, debate over ethicality of HR employment relationship, and legal, and ethical rigor of practices, the authors suggest their inherent tensions will managerial decisions. -
Your Respectful Workplace What Signals Are You
Respect & Civility at Work any behaviors commonly ex- •Differences: Participating in intolerant hibited by employees can be Big Impacts from Small Stuff behavior or using language associated with detrimental to the well-being racial, sexual, age-related, or other human M he following are some common behaviors differences that offends or contributes to a and productivity of coworkers. A T often considered disrespectful. Do you hostile, offensive, or intimidating work en- lack of respect in the workplace, if practice any of them? Have you been on the vironment. left unchecked, will drag down mo- receiving end of some? You may notice some Interpersonal: Behaving in a way that rale, create higher turnover, and missing that you have experienced. Use the • list to help you consider your role in helping invalidates someone else’s successes; increase risks to the employer. Do maintain a respectful workplace. spreading rumors, or not correcting rumors; you contribute to a respectful work- •Communication: Interrupting others talking about someone behind his or her back or taking credit for someone else’s place? while they are speaking; cutting someone off work; criticizing a coworker’s character to before he or she has finished expressing a another worker who has not formulated a thought; neglecting to say please and thank firsthand opinion; labeling coworkers with What Signals Are You Sending? you; purposely avoiding an obvious moment personality or character traits you don’t to offer a compliment, to say good morning, espect is the regard or consideration we like; habitually using cynical language or Rhave for others in all aspects of what con- etc.; criticizing someone in front of peers; us- sarcasm; not sharing in the work. -
The Role of Job Embeddedness on Employee Performance: The
Job Embeddedness & Employee Performance The Role of Job Embeddedness on Employee Performance: The Interactive Effects With Leader‐Member Exchange & Organization‐ based Self‐esteem This Research Briefing is a service from BC HRMA’s research group. Our aim is to make it easier and quicker for HR professionals to find and apply the latest and best people management insight to their challenges and projects. This paper contains a concise and practical summary of a recent academic finding that should shape your HR practices. Summary Job Embeddedness As satisfaction‐based models have proven to be poor predictors of employees actually leaving, Job Embeddedness ‐ Originally conceived as a researchers have moved to the concept of job construct to help explain why people stay embeddedness to explain why people stay with with an orgnaization, job embeddedness uses their organizations. Job embeddedness looks three factors that are considered from both beyond the traditional factors of satisfaction and an internal and external perspective to explain commitment that have typically been people's connections to their organizations considered to retain people in organizations. It and roles. looks at connections to both the organization The three factors are: and external community and how they tie people to their organizations, influencing their Links ‐ to other people or activities in the organization and the community. decisions to stay. The research paper, “The Role of Job Embeddedness on Employee Fit ‐ with the role (e.g., skill fit) and the Performance: The Interactive Effects With community / geography (e.g., recreational fit) Leader‐Member Exchange & Organization‐based around the organization. Self‐esteem” by Tomoki Sekiguchi, James P. -
Criminal Background and Job Performance Dylan Minor, Nicola Persico and Deborah M
Minor et al. IZA Journal of Labor Policy (2018) 7:8 https://doi.org/10.1186/s40173-018-0101-0 ORIGINALARTICLE Open Access Criminal background and job performance Dylan Minor, Nicola Persico and Deborah M. Weiss* * Correspondence: deborah.weiss@ northwestern.edu Abstract Northwestern University, Evanston, IL, USA Job applicants with criminal records are much less likely than others to obtain legitimate employment. Recent efforts to address this problem include campaigns to persuade employers to hire applicants with a record voluntarily and legislation such as Ban the Box laws. The success of any remedial strategy depends on whether employer concerns are founded on an accurate view of how employees with a criminal background behave on the job if hired. Little empirical evidence now exists to answer this question. This paper attempts to fill this gap by examining firm-level hiring practices and worker-level performance outcomes. Our data indicate that individuals with criminal records have a much longer tenure and are less likely to quit their jobs voluntarily than other workers. Some results, however, differ by job: sales employees with a criminal record have a higher tendency than other workers to leave because of misconduct, while this effect is smaller and less significant forcustomerserviceworkers.Byexaminingpsychometric data, we find evidence that bad outcomes for sales people with records may be driven by job rather than employee characteristics. We find some evidence that psychometric testing might provide a substitute for the use of criminal records, but that it would not in our own sample. Keywords: Criminal records, Discrimination, Personnel economics, Job performance JEL Classification: K14, J24, J78 1 Introduction Job applicants with a criminal record are much less likely than others to receive an offer of employment. -
Business Responsibility Report
Business Responsibility Report Business responsibility report Introduction Mindtree has historically approached business responsibility with an inward-looking approach; we are keen on bringing a significant change starting with the people aspect of our organization. Creating a responsible organizational culture is the first step towards accountability and we have put in considerable efforts and energy into it. This has led to a deeper impact on our responsibility towards our work, as we extend it to the outside world, the society and the whole ecosystem. This report demonstrates Mindtree's commitment to sustainability as a business imperative that helps clients and societies flourish. It is also an opportunity to constantly innovate and create meaningful engineering solutions to build a sustainable tomorrow. Scope This report gives an overview on the triple bottom line performance of the enterprise. It includes management of relevant risks and opportunities and adherence to the nine principles stated in the National Voluntary Guidelines (NVG) on Social Environmental and Economic (SEE) Responsibilities of Business, released by the Ministry of Corporate Affairs, Govt. of India. The FY 2014-15 report covers economic parameters across Mindtree's global locations and social and environmental parameters across Mindtree's offices in India (about 86.41% of our total workforce operates out of India-based locations). Exhaustive details about our sustainability policies and initiatives are illustrated in our second sustainability report for the year 2013-14 (http://www.mindtree.com/sustainability/mindtree- sustainability-report.pdf) The content is mapped to the corresponding NVG principles as depicted below: NVG Principles Sustainability Dimension 1 and 7 Corporate governance & advocacy 4 and 9 Stakeholder engagement 3 and 5 Workplace sustainability 2 and 6 Ecological sustainability 8 Inclusive growth Sustainability framework Our sustainability framework is our cognizant approach to institutionalize what has been implicit in our culture all along. -
How the Science of Positive Psychology Will Revolutionize the Workplace
University of Pennsylvania ScholarlyCommons Master of Applied Positive Psychology (MAPP) Master of Applied Positive Psychology (MAPP) Capstone Projects Capstones 1-10-2010 Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace Daniel S. Bowling III University of Pennsylvania, [email protected] Follow this and additional works at: https://repository.upenn.edu/mapp_capstone Part of the Business Administration, Management, and Operations Commons, Human Resources Management Commons, Law and Society Commons, Legal Education Commons, and the Organizational Behavior and Theory Commons Bowling III, Daniel S., "Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace" (2010). Master of Applied Positive Psychology (MAPP) Capstone Projects. 17. https://repository.upenn.edu/mapp_capstone/17 This paper is posted at ScholarlyCommons. https://repository.upenn.edu/mapp_capstone/17 For more information, please contact [email protected]. Happy at Work: How the Science of Positive Psychology Will Revolutionize the Workplace Abstract This capstone is a draft of a proposed book on positive psychology in the workplace, aimed at a popular audience. It contains a detailed table of contents and reference sources, as well as several complete or partially- complete chapters. It also includes an extended section on lawyers that will form the basis of a separate academic article. The book’s working title is Happy at Work: How the Science of Positive Psychology will Revolutionize the Workplace. Its thesis is that most modern human resources practices are misguided with an overreliance on process and metrics. Humans are treated as capital, and firms focus on their failings and weaknesses rather than their strengths. -
A Reading Guide for by Jerry Colonna
A READING GUIDE FOR Reboot BY JERRY COLONNA #ARTOFGROWINGUP | WWW.REBOOTBYJERRY.COM Reboot A READER'S GUIDE "A well-asked question creates a sense of well-being even as it disrupts the story making that has protected us for so long." - Jerry Colonna 1. How did my relationship with money first get formed and how does it influence the way I work as an adult? What was the belief system around money and work that I grew up with? (Chapter One) 2. How can I lead with the dignity, courage, and grace that are my birthright? How can I use even the loss of status and the challenge to my self-esteem that are inherent in leadership to grow into the adult I want to be in the world? (Chapter Two) 3. In what ways have I depleted myself, run myself into the ground? Where am I running from and where to? Why have I allowed myself to be so exhausted? (Chapter Three) 4. Who is the person I've been all my life? What can that person teach me about becoming the leader I want to be? What is the story my family told about being real. being vulnerable, and being true? (Chapter Four) 5. Why do I struggle so much with the folks in my life? Why are relationships so difficult? What am I not saying to my co-founder, my colleagues, my family members, my life partner that needs to be said? (Chapter Five) 6. What's my purpose? Why does it feel like I'm lost while I struggle to move forward? How do I grow, transform, and find meaning? (Chapter Six) 7. -
Job Knowledge/Professional Development – Technically and Professionally Skilled in All Position Responsibilities and Duties
Job Knowledge/Professional Development – Technically and professionally skilled in all position responsibilities and duties. Seeks new skills and opportunities for self development. 5 – Exceptional 4 – High 3 – Satisfactory 2 – Fair 1 – Unsatisfactory Possesses job knowledge that Demonstrates thorough Demonstrates a basic Has mastered the application Shows a basic lack of is demonstrated thorough understanding of all understanding of all job of most procedures and understanding of how to understanding of how to procedures and processes knowledge skills, procedures processes required for fully perform routine assignments, perform regular work required to effectively perform and processes; knows successful job performance. even after repeated assignments as well as how all assignments. Very rarely resources to seek guidance In those areas where orientation. Frequently those assignments relate to needs help regarding how to for clarification as needed. additional knowledge and requires assistance from other areas. Serves as execute a given assignment. May seek clarification on new expertise are required, supervisor or others in order resource to others regarding When new procedures or assignments, but once satisfactory or better progress to complete task due to lack of work processes and processes are introduced, understood does not need is being demonstrated toward knowledge of applicable procedures. Significantly learns quickly and begins additional support and can their attainment. Requires procedures. Appears to work exceeds expectations on all efficient application. apply process to a similar above average level of independent of established tasks. Continuously strives to Consistently produces quality assignment. Willing to supervision on most tasks to department mission. Requires further improve job work under minimal expand job knowledge with be effective.