Category: Occupational

Study Of Marching Band Shows That Resilience Is A Process, Not A Fixed Trait

By Emily Reynolds

Resilience allows you to bounce back when things get hard, whether that’s something as small as a bad day in the office or more serious adverse events. And while it can be easy to think of resilience as something we either do or don’t have, research suggests that isn’t the case: rather, our level of resilience changes in different contexts.

A new study, published in Group & Organization Management, looks closely at resilience in the workplace. It, too, finds that resilience isn’t a static phenomenon, and that it should be seen as something distinctly more flexible instead.

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When Bosses Are Respectful, Young People Are More Resilient At Work And Enjoy Their Jobs More

By Emily Reynolds

From ball pits to free beers, fun job perks have received plenty of press attention over the last few years. For millennials, such benefits should surely be appealing — they are, after all, the generation these perks were ostensibly designed for.

But according to a new study, young people themselves have a different priority in the workplace — respect. Writing in the International Journal of Business Communication, a team led by Danielle LaGree from Kansas State University finds that being valued and respected by managers was the key factor in employees’ ability to positively adapt to the workplace. And, in turn, this impacted how loyal workers were to their employers, how much they engaged in their work, and how happy they felt overall.

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“Service With A Smile” Requirement And Reliance On Tips Puts Workers At Risk Of Sexual Harassment

By Emily Reynolds

“Service with a smile” — having a friendly, cheerful demeanor when working with customers in retail or hospitality — has long been identified as having a negative impact on worker wellbeing. One 2019 study, for example, found that “faking it” was of significant detriment to service workers, whilst the term “emotional labour” was first used by sociologists to describe jobs which require workers to display positive emotions.

And when this requirement to provide service with a smile is combined with a reliance on tips for income, there can be horrible consequences, a new study suggests. A team led by the University of Notre Dame’s Timothy G. Kundro finds that the combination of financial dependence and deference to customers that tipping and emotional labour involves can lead to customers feeling like they have more power and ultimately sexually harassing workers.

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People In Positions Of Power Are More Likely To Blame And Punish Others For Poor Performance

By Emily Reynolds

Having a “choice mindset” — believing, in short, that people’s behaviours are “choices”, or deliberate actions driven by their own motives and preferences — has multiple benefits. Those with a choice mindset feel as if they have control over their own destiny, for example, and see better outcomes in negotiations.

There are some drawbacks, however. Choice mindsets can lead to victim blaming, a lack of care about inequality, and a reduced interest in acts of social good. A new study in Social Psychological and Personality Science takes a closer look at these more troublesome impacts. Yidan Yin from UC San Diego and colleagues find that people in positions of power tend to adopt a choice mindset, which makes them more likely to blame others for mistakes.

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Stressful Days At Work Leave Us Less Likely To Exercise

By Emily Reynolds

After an incredibly stressful day of work, which are you more likely to do: walk several miles home, or get on a bus straight to your door? While the first option certainly comes with increased health benefits — including, potentially, decreased stress — many of us would choose the second anyway.

A new study, published in the Journal of Experimental Psychology: Applied, seeks to understand why, even when we know how positive exercise can be, we often fail to be active after work. It could come down to how high-pressure your job is, according to Sascha Abdel Hadi from Justus-Liebig-University Giessen and team — and how much control you have over your work.

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Self-Reflection Can Make You A Better Leader At Work

By Emily Reynolds

What does being a good leader mean to you? Having tonnes of charisma? Being intelligent? Encouraging fairness and participation in the workplace? Whatever combination of qualities you value, it’s likely that your vision of good leadership is different from your colleague’s or your manager’s, who themselves will have a highly personal vision of who they want to be at work.

A new study from Remy E. Jennings at the University of Florida and colleagues, published in Personnel Psychology, looks closely at this individualised idea of leadership — our “best possible leader self”. If we focus and reflect on this best possible self every morning, they find, it could help us behave more like a leader in the here and now.

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Good Time Management Seems To Have A Bigger Impact On Wellbeing Than Work Performance

By Emily Reynolds

As our lives have become busier, desire to do things quickly and efficiently has grown — something the rise of speed reading apps, lack of break-taking at work, and a general focus on “productivity” has shown. Good time management skills, therefore, are now highly prized both at work and at home.

But do such techniques actually work? In a meta-analysis published in PLOS One, Brad Aeon from Concordia University and colleagues find that they do — but perhaps not for the reasons you’d expect. While time management skills have become more important in evaluations of job performance since the 1990s, their biggest impact lies elsewhere: in personal wellbeing.

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Companies’ Succession Announcements Can Inadvertently Make Work Life Harder For Incoming Female CEOs

By Emma Young

When an organisation appoints a new male CEO, the announcement will typically highlight his past achievements and the competencies that make him ideal for the job. What if the new CEO is a woman? The widely expected, gender-neutral thing to do is, of course, to make precisely the same type of announcement. However, according to the team behind a new paper in the Journal of Applied Psychology, this can make work life more difficult for her, and shorten the time that she spends in that role. Priyanka Dwiwedi at Texas A&M University and her colleagues base this striking conclusion on an extensive analysis of data on women who have been appointed to top positions in the US, as well as in-depth interviews with female executives.

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Frequent Workplace Interruptions Are Annoying — But May Also Help You Feel That You Belong

By Emma Young

Workplace disturbances during the Covid-19 pandemic aren’t quite what they used to be. Now you’re more likely to be interrupted by a cat jumping on your keyboard or a partner trying to make a cup of tea while you’re in a meeting — but if you can cast your mind back to what it was like to work in an office, perhaps you can recall how annoying it was to be disturbed by colleagues dropping by with questions or comments. These “workplace intrusions” used to be common in offices, and no doubt will be again. There’s certainly plenty of evidence that they interfere with our ability to complete tasks, and that we can find them stressful. However, no one’s really considered potential benefits, note Harshad Puranik at the University of Illinois and colleagues. In their new paper in the Journal of Advanced Psychology, the team reports that though there is a dark side to these interruptions, there’s a bright side, too. 

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Longer Interview Shortlists Could Help Women Advance In Male-Dominated Industries

By Emily Reynolds

Despite many efforts to make workplaces more equitable, women are still frequently discriminated against at work. Companies run by women are judged more harshly on ethical failings, for instance, and women are more likely to be lied to in performance reviews. This discrimination doesn’t just happen in the workplace: it can happen before someone is even employed. A study from last year, for example, found that Black women with natural hair are seen as less competent and professional than their White counterparts when interviewing for jobs.

Now a new study, published in Nature Human Behaviour, has taken a look at what could be scuppering women’s chances even before they get to the interview stage. The team, led by Brian J Lucas from Cornell University, argues that in organisations where recruitment takes place on an informal basis, via colleague recommendations or other word-of-mouth networks, changes need to be made to the shortlisting process. When shortlists are longer, the results suggest, women are more likely to be seriously considered.

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