Self-determination theory describes four types of motivation, moving on a spectrum from other-directed to self-directed. External motivation is at the other-directed end of the spectrum. Motivation is based on what others can give you (e.g. money, promotions, stock options and even praise) or what others can take away (e.g. demotion, termination). Introjected motivation is more […]
Read More… from Motivation Profiles: Pay and Reward Vs Fulfilling Work
The gig economy (‘gigs’: think musicians and bands) — an economy built more than ever before on contract workers and part-timers — is dramatically changing the relationships between employers and the people they employ. One side effect of the gig economy, according to a recent study, is that short-term workers on their way out are […]
Read More… from Last Chance Cheating: A Gig Economy Challenge
Intuitively, it’s well known that sleep deprivation will impact your ability to react and think clearly. However, the true impact of sleep deprivation on the ability of employees to function can be difficult to measure. A breakthrough sleep deprivation test conducted by two researchers used alcohol consumption as a benchmark to measure the impact of […]
Read More… from Sleep Deprivation Hurts Performance As Much As Too Much to Drink
Best-self activation is the deliberate effort to think the best of yourself. You can do this in one of two ways: 1) reflecting on situations in your history that show you at your best (e.g. highlighting your most impressive attributes), or 2) receiving stories and feedback from others that show you at your best. The […]
Read More… from How Best-Self Activation Launches Sustained Performance Improvement
Equity-based incentives, such as restricted stock grants or options, are common for C-suite corporate executives. This is not surprising as they have corporate-level responsibilities. For business-unit managers in decentralized corporations, however, the practice has been less common. The preference in the past was for business unit-level incentives — that is, compensation tied to business unit-level […]
Read More… from Why Equity-Based Incentives Work Below the C-Suite
Employee victimization continues to be a problem in the workplace. New research reveals how through their job performance victims themselves may be unwittingly motivating their tormentors. In any group, there will be different levels of performance: some employees will perform at a high level, some at a low level, and some at an average level. […]
Read More… from When Non-Average Performers Are Targeted by Bullies
Collaboration, either formal or discretionary (informally approaching others for guidance, information or assistance), is considered a virtue in today’s workplace. The advantages of collaboration are many, ranging from creativity and knowledge sharing, to teamwork, employee engagement and improved long-term results. However, an in-depth study of the interaction of physicians and health care personnel in one […]
Read More… from The Overlooked Productivity Costs of Collaboration
The core self-evaluation (CSE) assessment is an attempt to reconcile the variety of personality types assessments (e.g. Myers-Briggs) available. The CSE looks at four personality traits: self-esteem, generalized self-efficacy, locus of control (how much one feels in control of one’s life), and neuroticism (anxiety). People with high CSE see themselves as self-worthy, self-potent, in control […]
Read More… from Transformational Leadership Extra Effective When Employees Have High Self-Esteem
Learning from errors is central to human development. Learning in a business context occurs best when there is a mind-set of acceptance of human error, and furthermore the experimental trials that lead to successful innovation, new processes and better performance necessarily entail errors on the way. Due to the potential costs and negative, sometimes disastrous, […]
Read More… from Better Error Management Can Foster Innovation and Learning
CEOs are responsible for knowing what is going on in their companies. No matter how large, complex or global the organization, CEOs do not have the luxury of pleading ignorance; it is their job to keep abreast of all the important facts and developments: what their employees and competitors are doing, what big new ideas […]
Read More… from Ensure the CEO Gets the Right Information at the Right Time
