The Double-Edged Sword of Job Crafting
New research shows that a coworker’s job-crafting can lead to both positive and negative outcomes for employees.
New research shows that a coworker’s job-crafting can lead to both positive and negative outcomes for employees.
Harvard Business Review provides practical steps that employees can take to ensure that they continue to learn, even after a full workday.
New research finds that simply offering employee benefits may not be as effective if employees can’t see the value in them.
New research shows that when employees are participating in virtual interviews, eye contact can impact their ratings.
This review examines how autonomy-enhancing algorithmic procedures (AEAPs) can improve acceptance of algorithmic decision-making in personnel selection by allowing practitioners to retain a sense of control.
Gossiping about supervisors leads employees to be more concerned about image and less engaged at work. However, it can also provide a sense of power and control for employees.
New research finds that machine learning techniques offer a nuanced perspective on personality and job performance.
New research highlights the potential pitfalls of disclosing mental health conditions on LinkedIn.
Research examines how frequent work interruptions negatively impact employee stress, job satisfaction, and well-being.
Research addresses the challenges associated with using artificial intelligence (AI) for personnel selection. It finds that providing clear explanations may improve the trust that people place in these tools.