Archive Reading list for:

Employee Performance

1. Improving Performance of Sales Reps Researchers resolve a contradiction between two theories involving goal difficulty. 2. Target on Your Back Research probes deep-seeded fears of embodied threats which can be aroused in our employees 3. Why Do I Do This? Research reveals typical career paths for people with a calling. 4. Vulnerable Research reveals stereotype threat as an important impediment to learning. 5. Customer Service Failure New findings help customer service employees keep control. 6. Kicking the Dog Research explores the incidence of incivility at work. 7. Matching Values Research discovers a new solution to the problem of employee misfits. 8. Employee Flourishing Research discovers a new way to promote employee flourishing. 9. The Failure Trap New research displays the futility of scapegoating. 10. Grumpy in the Afternoon Research explains a common occurrence in organizational life. 11. Keeping the Peace Research reveals new ways to manage values conflicts among employees. 12. Servant Leadership Research reveals when and how servant leadership works. 13. Fun at Work New finding points to improved customer experience. 14. Bullying at Work New understandings of workplace bullying emerge from recent research. 15. Attitude Researcher discovers one emotion employees can't conceal. 16. Stress New research demonstrates a simple way to relieve the negative effects of work stress. 17. Closing, Closing, and Closing Research offers new guidance for an old sales technique. 18. What Are We Measuring? Selection tests are examined with some surprising findings. 19. Mood-Altering Supervision Research discovers a way to influence other's moods. 20. Avoiding Your Supervisor New research reveals a problem. 21. Managing Failure New research offers guidance to managers when their people must work through failure. 22. Blind in One Eye Research reveals the causes of a problem we share with our employees. 23. Following Gender Rules for Talking, or Not New research reveals communication rules and their effect. 24. To Hire the Right Person New research gives guidance for employment interviews. 25. Gratitude 101 Research offers new guidelines for an old rule. 26. Dirty Work and Turnover Recent finding offers a new strategy for a difficult problem. 27. In the Presence of Power New research exposes a thought process that stifles employee contributions. 28. Working Self Concept New findings in a business setting confirm the tactics of our parents. 29. Customer Sabotage New research explores the causes of customer sabotage by service employees. 30. To Lead a Group New research offers guidance to supervisors in their leadership roles. 31. Looking at Chests New research points to performance costs for a common interpersonal behavior. 32. In Times of Great Distress Research reveals a new strategy to help struggling employees. 33. The Dumbest Mistakes New research offers a strategy to reduce mistakes. 34. Rousing the Troops Research reveals a surprising way supervisors can stimulate employee vigor. 35. Deviance and Self-Esteem New research solves a puzzle and offers a new way to reduce deviant acts. 36. To Provoke Cooperation A group of studies sheds light on leadership effectiveness. 37. The Mating Mindset New research increases our understanding of risk tolerance. 38. The Irony of Punishment New research measures the impact of reward and punishment. 39. Ability, Permission, and Profit New research explores customer service performance and profit outcomes. 40. For Safety Sake A review of 20 years of safety research leads to 3 recommendations. 41. Going to the Extreme School study has broad implications for the workplace. 42. Strengthening the Core Recent findings offer a new way to stimulate performance. 43. Knowledge Intensive Service Research reveals an emphasis in service that strongly impacts customer satisfaction. 44. Overqualified: In or Out? Research demonstrates new solutions to an old problem. 45. Fairness Rules Research reveals new ways to influence employee perceptions of fairness. 46. Shut Up For Good Research discovers factors that stifle improvement suggestions from supervisors. 47. Abusive Supervision Research explores ways to derail the negative impact of abusive supervision. 48. Emotional Regulation on the Job New research explores the need to control emotions on the job and the costs of doing so. 49. The Contribution of Bad Moods Research discovers a contribution that negative moods can make and reveals ways to tap it. 50. Turning up the Heat New research reveals what happens when we increase job stress. 51. The Unforgiving New research sheds light on persistently irritable employees. 52. Thwarted Desire Researcher investigates disappointment and discovers a new direction of causality. 53. Getting in the Way Researcher explores client sexual harassment. 54. What Matters? Research tests a performance appraisal improvement. 55. To Normalize Dirty Work New research describes how managers help employees feel good about stigmatized jobs. 56. Emotional Intelligence New findings in emotional intelligence point to uses in the workplace. 57. Helping, or Not Helping New findings challenge a long-held belief about the contribution of our best employees. 58. Loafing on the Job New research helps explain loafing in work groups and offers guidance on how to reduce it. 59. Workplace Feuds A new finding offers a way to prevent feuds from taking root. 60. Encouraging Deviance New research measures an impact supervisors do not want to have. 61. Making Sure Training. Can they learn it? Will they use it? Does it work? Will it prevail in competition? 62. Cutthroat Cooperation New finding provides guidance for improving compensation systems. 63. After Event Reviews Researcher modifies a review technique and explores its value. 64. The Chain of Performance Improvement Recent experiments reveal best practices in providing performance feedback. 65. Loyal Customers New research explores identification as a basis for loyalty and makes a provocative claim. 66. Creativity and Service Research reveals new understandings of creativity and adherence to standard procedures in a service setting. 67. Cooperation or Competition? New research reveals a natural process that we can encourage that will help people work together. 68. Broken Promises New research reveals how to correct a common employee disappointment. 69. One of the Guys New research finds an antidote for the doubt and suspicion that sometimes greets new supervisors. 70. Turover and Performance New research explores links between turnover and performance and discovers new ways to influence both. 71. Punishment for Success New research reveals how to correct a common employee disappointment. 72. Mistreatment at Work Research refutes a common fear of using a grievance system. 73. Giving Instructions Recent research in goal setting gives supervisors new insights when making assignments. 74. An Antidote for Strain New research into job stress reveals a skill that protects people from suffering strain. 75. A Test for Resisting Change New research offers an explanation for resistance to change that troubles some people. 76. Increased Attention for Work Researcher finds a therapeutic exercise that frees attention, promotes mental health, and improves performance. 77. Crowded Lives A new life-management model offers guidance for people with crowded lives. 78. The Fine Points of Cohesion Researcher explores the link between close knit work groups and performance. 79. Losing Control Researcher discovers a surprising effect when changes are introduced. 80. The Question of Fit Recent finding challenges a long-standing tenet of hiring. 81. Managing Snapshot Feedback Research explores the role employees play in controlling supervisors' informal feedback. 82. Fooling Us in the Interview Research reveals a type of interview question that prompts favor seeking answers. 83. When the Going Gets Tough Recent findings about human performance reveal new ways supervisors can help their best employees. 84. The Contribution of Social Regard Research reveals a contribution to customer satisfaction that can exceed the core service. 85. Running on Three Cylinders Research discovers a superior technique for managing important meetings. 86. The Psychology of Giving Up Researcher discovers two reasons managers give up on improvement efforts. 87. Emotional Eavesdropping New research reveals a skill that burdens supervisors and lowers their performance. 88. Supporting Customer Service A simple, supportive practice demonstrates a profound impact. 89. The Tall Poppy Syndrome Researcher explores the destructive action of envy in the workplace. 90. The Contribution of Social Regard Research reveals a contribution to customer satisfaction that can exceed the core service. 91. Maintaining Championship Performance Researcher explores the factors that lead to sustained competitive advantage. 92. Fitting In Research reveals new ways managers can help new employees "fit in." 93. Self-Regulation Researcher explores the impact on performance of three, common, self-regulation attitudes. 94. Helping People Embrace Change Research discovers ways leaders can help employees make change. 95. The Second Half Research reveals a mid-point intervention that doubles the productivity of task groups. 96. Loving the Work Research reveals the best choices in giving employees performance feedback. 97. The Happy Worker Research corrects a mistake and rediscovers a long-lost principle. 98. Group Memory Research reveals the benefits of group memory and ways managers can use it. 99. An Improved Reformed-Sinner Strategy Researcher discovers the best pattern of force and problem solving that resolves conflicts. 100. Employee Assertiveness and Manager Performance Research discovers a new benefit of assertive employee behavior. 101. Capturing the Essence of Performance Researcher demonstrates an improved performance appraisal system. 102. Sharing the Wealth Researcher investigates the effects of two popular pay plans on performance. 103. Outstanding Problem Solvers Research identifies several thought processes of high performers. 104. Improving Morale A simple plan with a big payoff. 105. Organizational Politics Research reveals that molding values corrects the damage of politics. 106. Secretarial "Bitching" Research provides a better understanding of complaining. 107. Skill-Based Pay A new pay plan reveals a remarkable impact. 108. Predicting Sales Performance Research examines 129 studies searching for patterns that predict sales success. 109. Lowering Expectations Research reveals a technique that improves the adjustment of new employees. 110. One Person as a Time High quality relationships reveal striking benefits. 111. Effective Customer Service New research identifies crucial factors in establishing effective customer relationships. 112. Fighting at Work Researcher explores workplace conflict and finds ways to manage it. 113. Hurt on the Job Research reveals ways we can make workplaces safer. 114. Improving Memory A new mental exercise improves memory and displays benefits for managers and employees. 115. Loafing on the Job Researcher discovers ways to structure work that discourage loafing. 116. Firing Employees is No Fun! Research reveals new insights into performance feedback. 117. A Matter of Trust Researcher discovers a connection between initial trust and later job performance. 118. Leveraging Brains Researchers discover a company that has perfected group brainstorming. 119. Supervisors Who Notice New research offers a way to help supervisors and reveals a mistake we can correct. 120. Constructive Conflict Researchers explore the factors that encourage both destructive and constructive conflict. 121. Team-Based Management Researchers examine a new management system and discover its warts. 122. Self-Managed Teams Researchers explore the factors that make work teams successful when they manage themselves. 123. The Heart of the Pep Talk Researchers demonstrate performance benefits for preparatory information in high stress settings. 124. Performance Review Effectiveness Researchers find surprising results when comparing survey results across several cultures. 125. Keeping the Fire Alive New understandings of motivation stimulate performance even if it's already good. 126. Mothers in Need An in-depth examination of working mothers reveals insights that should help us design products to meet their needs. 127. Getting the Right Mix Researchers explore the effects of gender on the performance of decision making groups. 128. Listen While You Work? Researchers discover a simple personnel practice that boosts both performance and satisfaction for some employees. 129. Freud in the Workplace An examination of Freud's theories reveal striking insights into how subordinates relate to authority. 130. Something Women Can't Do New research reveals a striking gender difference but fails to explain what it means. 131. Leading People into a Rut New research reveals a common mistake involving performance feedback and demonstrates what happens when it's corrected. 132. Building Trust Recent discoveries on trust offer new ways to influence it. 133. Something Employees Know Some employees carefully nurture images of being poor employees to manipulate managers and other employees. This research explores their motives and tactics. 134. Delivering Motivated Workers Motivating employees requires that we call attention to the success of work groups. 135. Bored at Work Research identifies new ways to help employees cope with boredom. 136. Customer Response to Touch Amazing reactions to touch offer new ways to influence decisions. 137. Influencing Voluntary Turnover Research identifies simple ways to influence voluntary turnover.

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