As groups and teams have become a vital part of almost every business, we are understanding more clearly the benefits and challenges of individual contributors coming together to reach a goal or complete a task. This application of systems thinking is striving to prove that the whole is greater than the sum of its parts. In other words, a team has more potential impact than the value of all the constituent individual contributors combined.
Employee engagement often leads to more workplace happiness, productivity, and business success. Yet, it can be challenging to understand what drives employee engagement and what can be done to help workers find or rediscover passion in their jobs.
Employee performance, the thing all organizations wish to maximize. But what are the key things that influence employee performance? Specifically, what attributes do individuals possess that determine their performance on the job? According to Organizational Psychologists and researchers Iddekinge et al., it was indicated that there are two things that interact together to influence performance: cognitive ability and motivation.
When I was younger, I worked at a fast-food restaurant. I noticed that while most of my peer coworkers and I each held the job title of “restaurant team member”, we performed very different jobs and all had very different responsibilities. I mostly worked at the cash register and interacted with customers over the drive-thru intercom. Other employees were trusted with cooking, baking and preparing orders, and a couple of employees were trusted with being slotted into any sort of role. Often, this last group had been with the restaurant longer and had accumulated a variety of job-related skills during their tenure. These were the employees who were given priority for overtime shifts and were flagged for promotion into management positions at other store locations. In other words, the employees who performed the greatest variety of job tasks were also considered the “best” employees.
The term role breadth is used to describe how many different tasks or projects a person performs in their job.
In light of the pandemic, research by Chen et al. delves into what role a proactive personality may play in combating crises – specifically COVID-19. Their study sampled healthcare professionals in Wuhan, China shortly after the crisis began.
Griffin, M. A., & Neal, A. (2000). Perceptions of safety at work: A framework for linking safety climate to safety performance, knowledge, and motivation. Journal of Occupational Health Psychology, 5(3), 347-358. Safety is a foundational element for many organizations. But how do organizations influence individuals to adhere to safe practices, raising safety performance? According toContinue reading “Closing the Scientist-Practitioner Gap: Framework for Linking Safety Climate to Safety Performance”
Shippmann, J., Ash, R., Battista, M., Carr, L., Eyde, L., Hesketh, B., et al. (2000). The practice of competency modeling. Personnel Psychology, 53, 703−740. HR leaders are often tasked with developing job descriptions, performance appraisals, training programs, employee selection tools, career planning programs and much more. Often, the best practice first step is to systematicallyContinue reading “Closing the Scientist-Practitioner Gap: How Do I Choose Between Job Analysis and Competency Modeling?”
Gajendran, R. S., & Harrison, D. A. (2007). The good, the bad, and the unknown about telecommuting: Meta-analysis of psychological mediators and individual consequences. Journal of Applied Psychology, 92, 1524 –1541. In a 2007 meta-analysis of 46 studies consisting of almost 13,000 remote employees, Gajendran and Harrison found telecommuting to have a moderate but beneficialContinue reading “Closing the Scientist-Practitioner Gap: The Good, The Bad, And the Unknown About Telecommuting”
In times of an economic downturn, organizations can emerge from a recession healthier by prioritizing future growth and development through its people and programs.
Should you consider usingpersonality tests for selection purposes at your organization.