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The track of scientific research around employee recognition and motivation was constructed on the foundation of early theories of behavioral science and psychology. [3] The earliest scientific papers on employee recognition have tended to draw upon a combination of needs-based motivation (for example, Hertzberg 1966; Maslow 1943) theories and reinforcement theory (Mainly Pavlov 1902; B.F ...
The use of multisource feedback – incorporating evaluations from peers, subordinates, and customers to provide a holistic view – over traditional supervisory ratings may assist to improve rating accuracy by reducing leniency bias and centrality bias [23] where raters may give overly positive evaluations or avoid extreme ratings, respectively.
Regular feedback and dialogue with superiors – "Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it." [ 24 ] Quality of working relationships with peers, superiors, and subordinates – "...if employees' relationship with their managers is fractured, then no amount ...
Giving high-quality feedback, be it positive or negative, takes practice, but it’s a gift the vast majority of people will appreciate and hopefully pass on. Giving negative feedback takes care ...
Black employees get 26% more unactionable feedback than non-Black employees, despite only receiving 79% as much feedback overall. Taken in aggregate, written feedback also reinforces problematic ...
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Positive psychology in the workplace focuses on shifting attention away from negative aspects such as workplace violence, stress, burnout, and job insecurity; it shifts attention to positive and hopeful attributes, resilience, confidence, and a productive work culture that emphasizes professional success and human success. [2]
6. "Success is preceded by failure." It is OK to take a risk and fail. Dr. Carinia explains, "Optimistic people know it's about rising when we fail, until we finally succeed."