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The employee may lack understanding of how, why—and even if—their contributions matter,” he says. “Employees who can connect or reconnect with the sense that they are learning, growing ...
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A study was done in 2017, that looked at dark traits within those who hold leadership positions and that effect on employee depression. The research done supported the idea that employees mental health and stability was negatively affected by bullying (some narcissistic behavior) in the workplace. [18]
That is, an employee could not file a lawsuit on the basis of a hostile work environment alone. Instead, an employee must prove they have been treated in a hostile manner because of their membership in a protected class, such as gender, age, race, national origin, disability status, and similar protected traits. [4]
One manifestation of the overconfidence effect is the tendency to overestimate one's standing on a dimension of judgment or performance. This subsection of overconfidence focuses on the certainty one feels in their own ability, performance, level of control, or chance of success.
The time it takes for security vetting of new recruits to be completed was cited as a major blocker to getting employees into post quickly, but 11 out of 16 departments could not provide accurate ...
The effect of all this “domestic outsourcing”—and, let’s be honest, its actual purpose—is that workers get a lot less out of their jobs than they used to. One of Batt’s papers found that employees lose up to 40 percent of their salary when they’re “re-classified” as contractors.
The cover of The Peter Principle (1970 Pan Books edition). The Peter principle is a concept in management developed by Laurence J. Peter which observes that people in a hierarchy tend to rise to "a level of respective incompetence": employees are promoted based on their success in previous jobs until they reach a level at which they are no longer competent, as skills in one job do not ...