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WVU study indicates that gamifying work enhances outcomes

A study by engineers at West Virginia University has shown that people are more effective at completing repetitive assembly tasks when these tasks are transformed into a game.

Published in the journal Robotics and Computer-Integrated Manufacturing, the research explored the “gamification” of manufacturing tasks to enhance worker well-being and productivity. The findings indicate that factory assembly line workers are likely to be more productive, engaged, and motivated — though also more stressed — when repetitive tasks such as assembling parts are made competitive or linked to rewards.

Makenzie Dolly, a researcher involved in the study, mentioned that gamification is increasingly becoming a part of everyday life. In the wellness sector, it appears in the form of fitness tracking challenges, while in marketing, it takes shape as reward programs for purchasing food, coffee, or clothing.

Dolly, now a teaching assistant professor at the WVU Benjamin M. Statler College of Engineering and Mineral Resources, conducted this research during her doctoral studies at Statler College. Collaborating with Ashish Nimbarte, professor and chair of the Department of Industrial and Management Systems Engineering, and Thorsten Wuest, an associate professor, she designed an experiment using a toy Lego set that mirrored the monotony of a typical production assembly task.

The study divided participants into one “gamified” and one control group. Both groups were tasked with assembling a Lego model of a telehandler — an agricultural vehicle also known as a “reach forklift” or “cherry picker” — which held personal significance for Dolly from her senior project at WVU with the leading telehandler manufacturer JLG.

Participants were required to build the telehandler model 15 times across five sessions. The gamified group, however, had their productivity tracked and rewarded with game-like features such as progress bars and badges.

By the 15th assembly, the productivity of the gamified group had significantly increased, likely driven by the participants’ final efforts to achieve a new personal record badge, according to Dolly. She explained that this boost in productivity might have been spurred by the desire to end the study on a positive note, showcasing their best efforts.

Surprisingly, the study also found that gamification increased participants’ stress levels. Contrary to expectations that it would reduce the perceived workload, it heightened the frustration, effort, time pressure, and mental and physical demands reported by the participants. Despite performing better, those in the gamified group felt they did worse.

Dolly interpreted these results as positive. The psychological load imposed by gamification prompts workers to be more mentally active and engaged with the task, which, if stress levels are managed, can lead to improved performance.

She suggested gamification should involve some risk or motivation to keep workers focused during repetitive tasks. Without this, workers might make more errors or disengage completely. Introducing a competitive element, like the risk of losing a game, can create a sense of urgency that boosts both productivity and quality.

The study also noted that participants who were inherently self-competitive or impatient experienced the most acute time pressure and frustration, especially under the physical demands of the task. Dolly highlighted that these findings underscore the importance of tailoring gamification strategies to individual tolerance levels and patience for challenging scenarios.

In conclusion, Dolly stressed the need for a balance in gamification applications. Understanding workers’ personalities and tolerance for complex tasks is crucial, as pushing them beyond their comfort zone can lead to adverse outcomes like high turnover and increased sick leave. She advocated finding the right balance between boredom and overwhelming workers to optimize productivity and job satisfaction.

More information: Makenzie Dolly et al, The effects of gamification for manufacturing (GfM) on workers and production in industrial assembly, Robotics and Computer-Integrated Manufacturing. DOI: 10.1016/j.rcim.2024.102722

Journal information: Robotics and Computer-Integrated Manufacturing Provided by West Virginia University

How COVID transformed American work practices and their financial status

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According to a recent study published in the Review of Economic Studies by Oxford University Press, the rapid integration of remote working technologies has significantly impacted American societal norms. The research utilizes an equilibrium model to explore choices concerning residential locations and the distribution of work hours between home and office settings. The findings indicate that the pandemic has notably heightened the productivity of home-based workers compared to their office-based counterparts. This shift is linked to a rise in housing prices, a decrease in office rental costs, and a likely permanent expansion in income disparity and changes in residential patterns within metropolitan areas.

The onset of the COVID-19 pandemic expedited the adoption of technologies that facilitate remote work, leading experts to predict that post-pandemic, the prevalence of such work will exceed pre-pandemic levels several-fold. The researchers suggest that the permanent increase in productivity for home-based work compared to office work has not only fundamentally altered the work dynamic but also has profound societal implications, such as a potential increase in income disparities and changes in residential patterns.

However, this productivity boost is not uniform across all work types. Routine tasks are more efficiently performed from home, while collaborative efforts might benefit from in-person interactions, given the challenges of remote communication and coordination. Although executing specific tasks might be more straightforward from home, initiating collaborative projects tends to be more effectively managed in the office environment.

Historically, the concept of working from home hasn’t been introduced previously. It traces back to at least the early 2000s when a growing number of workers began spending a fraction of their workdays from home, a trend that continued to rise until the COVID-19 pandemic hit. In 2019, about 5% of full workdays were conducted from home, with notable differences across educational backgrounds—higher percentages were recorded among those with bachelor’s degrees or advanced degrees compared to those with a high school education or less. The pandemic accelerated this trend significantly, with estimates suggesting a fourfold increase in full workdays from home compared to the pre-pandemic era. The researchers estimate that productivity improvements had to be substantial to support this surge in remote work, marked at 48% for lower-skilled workers and 82% for higher-skilled workers.

The study reveals that this significant alteration in productivity ratios has led to a major shift towards remote work and a corresponding reduction in the demand for office space, culminating in a roughly 7% decrease in office rents in central business districts. Concurrently, the demand for residential spaces suitable for home offices has spiked, particularly in suburban areas, leading to an increase in housing prices—14% near city centres and 24% in outer suburbs.

The researchers also speculate that while the productivity gains associated with remote work would have likely occurred eventually, the pandemic has significantly hastened this transition. They foresee that this enhancement in productivity will not only lead to higher lifetime earnings for those now working predominantly from home but will also exacerbate income inequalities. This is particularly true as remote work technologies, a key driver of this shift, favour highly skilled workers, echoing the broader trend of rising income inequality driven by technological advancements that disproportionately benefit this demographic.

Morris Davis, the lead author of the study, emphasized the profound and lasting impact of the pandemic on remote work dynamics, highlighting the increased productivity and the resulting implications for income disparities and housing demands. He noted, “The COVID-19 pandemic prompted a radical shift in how much people worked from home, which in turn boosted the productivity of working from home due to mass adoption of remote-work technologies. The increase in productivity is predicted to lead to higher lifetime incomes for those workers in occupations with tasks that are most easily accomplished at home—predominantly high-skill workers—and thus a side consequence of the increase in productivity of working at home is a widening of income inequality. The change in work-from-home productivity also increased the demand for housing, consistent with the increase in house prices we observed between 2020 and 2022. These changes are not temporary, but rather, they represent a new normal that we must adapt to and prepare for.”

More information: Morris A Davis et al, The Work-From-Home Technology Boon and its Consequences, The Review of Economic Studies. DOI: 10.1093/restud/rdad114

Journal information: The Review of Economic Studies Provided by Oxford University Press

Curbing boredom at work can damage future productivity, according to a study

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Boredom is notably more prevalent in the workplace than in any other environment, with studies indicating that employees endure over 10 hours of boredom each week.

This universal experience affects even those in seemingly dynamic professions, such as astronauts and police officers; no job is exempt from its reach.

Boredom’s function is crucial—it serves as a signal to cease a current activity and seek an alternative, more engaging one. However, the issue arises when boredom is overlooked and not addressed.

Recent findings from the University of Notre Dame have revealed that attempting to suppress boredom only extends its negative impacts. Furthermore, the research suggests that interspersing tedious tasks with meaningful ones can help prevent the adverse effects of boredom from affecting subsequent activities.

The research paper “Breaking Boredom: Interrupting the Residual Effect of State Boredom on Future Productivity,” is set to be published in the Journal of Applied Psychology. The study was led by Casher Belinda, an assistant professor of management at Notre Dame’s Mendoza College of Business, alongside Shimul Melwani of the University of North Carolina and Chaitali Kapadia of Florida International University.

The researchers aimed to explore boredom’s immediate and future consequences on attention and productivity. They conducted three studies that tracked the impact of boredom from one task to the next.

The initial study collected data from individuals in dual-career households across various sectors. Participants completed several surveys daily at different times, which allowed the researchers to track the dynamics between boredom, attention, and productivity over periods. Subsequent studies employed different methodologies to engage a wider audience and examined how engaging in meaningful tasks can alleviate the extended impact of boredom.

Belinda, an expert in emotions, interpersonal communication, and relationships within organizations, argues that boredom is often dismissed as a minor irritation that determined employees should overcome to maintain productivity. However, his findings suggest that this approach can lead to prolonged periods of inattention. Employees who attempt to persist through tedious tasks without addressing the underlying boredom tend to exacerbate its detrimental effects, making this one of the least effective responses.

He likens the situation to a game of “whack-a-mole,” where neglecting the issue in one task can lead to concentration and productivity lapses in later tasks. Ironically, by trying to suppress boredom, its damaging impacts are prolonged.

Belinda points out that the key to mitigating boredom is the strategic arrangement of daily tasks. While tedious tasks are inevitable, managing their adverse effects requires thoughtful planning of task sequences and types. He advises adopting a long-term strategy where employees should engage in meaningful tasks after completing a dull task to replenish their energy and focus.

Through this systematic approach, workers can minimize the cumulative impact of boredom throughout their workday, thus enhancing overall productivity and satisfaction.

More information: Belinda, C., Melwani, S., & Kapadia, C., Breaking boredom: Interrupting the residual effect of state boredom on future productivity, Journal of Applied Psychology. DOI: 10.1037/apl0001161

Journal information: Journal of Applied Psychology Provided by University of Notre Dame

Being an ‘authentic’ leader offers psychological advantages for LGBTQ+ managers

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New research indicates that LGBTQ+ individuals in management roles who cultivate a leadership style that resonates with their identity and values often experience heightened enthusiasm and greater career satisfaction.

Published in the Journal of Managerial Psychology, the study introduces the concept of ‘authentic leadership’—characterised by self-awareness and adherence to ethical principles—as particularly beneficial for LGBTQ+ leaders. The findings suggest that these psychological benefits are unique to LGBTQ+ leaders, highlighting the importance of their experiences and perspectives.

Managers who prioritise authentic leadership behaviours, as opposed to the traditional focus on transformational leadership—which emphasises change and performance—tend to show greater engagement in their roles and enhanced career satisfaction.

Dr Luke Fletcher from the University of Bath’s School of Management commented that “LGBTQ+ individuals in managerial and leadership positions often encounter discomfort and uncertainty regarding their leadership abilities. Concerns about being overly visible or openly expressing their LGBTQ+ identity are common, alongside a pressure to adhere to traditional leadership norms.”

“Our research demonstrates that authentic leadership allows LGBTQ+ individuals to remain true to themselves while managing the challenges and expectations associated with leadership roles. Interestingly, our study also highlighted that the psychological impacts of authentic leadership are less pronounced in non-LGBTQ+ individuals, suggesting that such an approach does not significantly influence their work engagement and satisfaction.”

The study revealed that the psychological benefits of authentic leadership are particularly significant for LGBTQ+ managers who struggle with self-confidence and self-esteem.

The research team, which included academics from the University of Bath and California State University and an independent researcher based in Dubai, surveyed 198 LGBTQ+ managers and 220 non-LGBTQ+ managers in the UK across various sectors.

The survey process involved two phases: the first assessed managers’ perceptions of their leadership behaviour and self-confidence, while the second, conducted a month later, evaluated their engagement with their role and overall career satisfaction.

Professor Shaun Pichler from California State University added: “The findings underscore the importance of ensuring that LGBTQ+ managers are informed about and trained in authentic leadership. Stigma and negative stereotypes often hinder the development of LGBTQ+ individuals’ leadership careers. Promoting a leadership style that reflects personal authenticity and ethical values, while also fitting within the organisational context, can significantly aid those lacking in confidence or self-esteem in enhancing their leadership potential.”

More information: Luke Fletcher et al, Songs of the self: the importance of authentic leadership and core self-evaluations for LGBT managers, Journal of Managerial Psychology. DOI: 10.1108/JMP-06-2023-0310

Journal information: Journal of Managerial Psychology Provided by University of Bath

Reflecting on Gratitude Received from Family: Its Impact on Becoming a Better Leader

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The conventional wisdom of “leaving your personal issues at the door” might not be the most effective approach for leaders aiming to motivate and

Empower their teams. Instead, embracing the notion that leaders are whole individuals, shaped by experiences inside and outside the workplace, could prove crucial in aiding them through their often challenging, exhausting, and sometimes unappreciated roles. Recent insights from the University of Florida suggest a transformative impact of reflecting on familial gratitude on leadership qualities.

The study highlights that leaders who take time to consider the appreciation they receive from family members will likely experience heightened levels of prosocial impact. This refers to their perceived ability to make a positive difference in the lives of others, which, in turn, spurs them to act more supportively and empoweringly towards their staff at work. Klodiana Lanaj, the Martin L. Schaffel Professor at UF Warrington College of Business, points out that realizing one’s positive influence on loved ones meets fundamental psychological needs. These feelings of fulfilment don’t just stay at home; they inspire leaders to bring the same supportive energy to their professional interactions, enhancing their engagement with direct reports.

Lanaj explains that the secret lies in actively reflecting on and relishing these moments of familial gratitude. This not only prolongs the positive emotions but also magnifies their effects. She suggests a practical approach: leaders should spend a few moments each morning reflecting and writing about instances where a family member has expressed thanks for something done at home. This simple routine can set a tone for the day, making leaders more attentive and responsive to their employees’ needs and encouraging a more inclusive decision-making process at work.

The research team, including Jasmine Hu from Ohio State University, Daniel Kim from UF Warrington, and Lanaj, conducted field experiments involving over 300 leaders and 100 employees from various sectors. Leaders were asked to write about their experiences of receiving gratitude at home before beginning their workday. Surveys conducted later in the day showed that this morning’s reflection led to noticeably more supportive and empowering behaviours towards their employees, as observed by both the leaders and their employees.

The implications of these findings extend beyond individual leaders to the broader organizational context. Kim elaborates that expressions of gratitude at home not only enrich the leaders’ personal lives but also have a ripple effect, enhancing the work environment for their teams. This dynamic contributes to a cycle of positivity that benefits both the leaders and their employees, fostering a supportive atmosphere that encourages helpfulness and empowerment. This is a hopeful prospect for leaders striving to create a positive work environment.

In practical terms, Lanaj and Kim advocate for a straightforward two-step method for leaders to harness the power of gratitude. Firstly, leaders should begin their day by recalling a specific incident where they positively impacted a family member who, in turn, showed appreciation. That isn’t just about boosting your mood but personal growth. Secondly, they should vividly reimagine that moment, focusing on the actions taken, the family member’s response and the emotions felt afterwards. This practice of savouring the gratitude received not only boosts the leader’s mood but also enhances their effectiveness throughout the day.

By examining the role of gratitude leaders receive, the study broadens our understanding of the profound effects of personal life satisfaction on professional effectiveness. The research underscores the potential for gratitude reflections to cultivate a positive, supportive work environment, promote prosocial behaviour, and improve overall leadership quality. This approach challenges traditional norms and offers a fresh perspective on leadership development, emphasizing the integration of personal fulfilment into professional growth.

More information: Hu, J. (J.), Kim, D., & Lanaj, K. The benefits of reflecting on gratitude received at home for leaders at work: Insights from three field experiments, Journal of Applied Psychology. DOI: 10.1037/apl0001194

Journal information: Journal of Applied Psychology Provided by University of Florida

Ageism, sexism, and racism remain widespread in the labour market

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A study from Anglia Ruskin University (ARU), published in the journal Employee Relations, reveals that discrimination against older job candidates is intensified by factors of gender and race, underscoring the persistence of ageism within the UK labour market.

The research consisted of four experiments, each using online job applications submitted by fictitious candidates to actual job openings in the UK, specifically within the sales, restaurant, and café sectors. In the initial experiment, the researchers submitted applications from two fictitious candidates: a control candidate, a 28-year-old white British male, and a 50-year-old white British male. Subsequent experiments involved pairing the 28-year-old with other fictitious candidates: a 50-year-old white British female in the second experiment, a 50-year-old black British male in the third, and a 50-year-old black British female in the fourth. The number of matched application pairs varied across the experiments, with 190 in the first, 221 in the second, 184 in the third, and 209 in the fourth.

Applications included an email with an attached application letter and CV. Each CV disclosed demographic details and work history, stating the candidate’s year of birth, gender, ethnicity, marital status (noting if married with one child), closely matched previous employment and education history (both candidates had completed school to Year 11), hobbies including sports and cinema, and contact information.

The findings indicated a significant bias in favour of the younger, white British male candidate across all experiments. He was 16% more likely than the 50-year-old white British male, 18% more likely than the 50-year-old white British female, 22% more likely than the 50-year-old black British male, and 29% more likely than the 50-year-old black British female to be offered a job interview. Moreover, the younger candidates also received interview offers for positions with higher average annual salaries. In contrast, the older white British males were offered interviews for positions with salaries on average 11.5% lower than those provided to the younger males. This discrepancy increased further across other demographics, with older white British females, older black British males, and older black British females facing even more significant salary disparities of 12%, 13%, and 15% lower, respectively.

This research, conducted by Professor Nick Drydakis and Dr Anna Paraskevopoulou of the Centre for Pluralist Economics at ARU, is pioneering in its comparison of job vacancy access and wage sorting among older versus younger employees, further analysed through the lenses of gender and race. Professor Drydakis commented on the findings, noting the stark persistence of age discrimination in the labour market years after the enactment of the 2010 Equality Act, compounded by racial and gender biases.

The results underscore the urgent need for action, highlighting the additional challenges faced by older individuals in securing interviews for lower-paid jobs despite often having extensive work experience. Such challenges are particularly pertinent as the UK faces an ageing population and rising retirement ages. Ensuring equal treatment for an active, older population in the job market is not just a matter of fairness, but also essential for leveraging their potential contribution to economic growth and societal well-being.

More information: Nick Drydakis et al, A field study of age discrimination in the workplace: the importance of gender and race‒pay the gap, Employee Relations. DOI: 10.1108/ER-06-2021-0277

Journal information: Employee Relations Provided by Anglia Ruskin University

CEOs’ concern for people leads to increased stock prices

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The COVID-19 pandemic triggered an unprecedented financial turmoil. From 24 February 2020 to 20 March 2020, the market valuation of U.S. companies plummeted markedly, exceeding the downturn seen during the economic crisis of 2008-2009.

At the pandemic’s beginning, various CEOs discussed topics beyond immediate business concerns during their conference calls with financial analysts, highlighting their empathy for affected individuals. This behaviour is at the heart of a new study by researchers from the University of Zurich, the London School of Economics and Political Science, and Cambridge Judge Business School.

The study examined 510 conference calls involving 448 major U.S. corporations during the pandemic. It found that slightly over half (51.8%) of the CEOs expressed concern for people during these discussions. However, most of these expressions were deemed superficial and needed actionable commitments. Nonetheless, firms with CEOs who recognized the human aspects of the pandemic demonstrated superior stock performance compared to those whose leaders did not.

The unexpected influence of superficial empathy

Lauren Howe, the study’s primary author, recounts her experience analyzing call transcripts from May 2020, during which she noticed CEOs voicing their concerns for the health and safety of employees, customers, and others impacted by the virus. While such statements seem irrelevant to financial analysts, they influence investor sentiments significantly, especially during a crisis like COVID-19. Despite these statements’ generic nature and lack of associated actions, the study surprisingly revealed that they positively impacted stock prices during the market downturn.

Each additional statement of human concern was correlated with a 2.49 percentage point increase in cumulative returns. Considering the median market equity value of the analyzed companies was about $3.17 billion, this correlation translated into an approximate financial preservation of $78.9 million per company amidst the crisis.

Leadership encompasses both performance and empathy.

Further analyses linked these human-centric statements to reduced stock volatility during the crisis, although they did not correlate with analysts’ future earnings predictions. This reduction in volatility suggests that market participants viewed these stocks as less risky when CEOs demonstrated empathy. Remarkably, these generic expressions of concern resonate with investors despite their lack of financial relevance.

The findings highlight the importance of CEOs displaying humanity in their communications, affecting investor perception and company performance. By focusing exclusively on performance metrics, CEOs miss the opportunity to show the empathy expected of them. “Leadership is about both performance and people,” states Jochen Menges, the study’s last author. “Our research confirms that showing care for individuals pays dividends, even in settings like conference calls with analysts and investors, who typically concentrate on performance.”

During the pandemic, CEO expressions of empathy included poignant acknowledgements of the human cost:

“I mean, first of all, any time people are sick or tragically lose their lives, that’s a much more important topic than anything we’re covering today. So, I just want to sort of put a fine point on that.” – Strauss H. Zelnick, CEO of Take-Two Interactive Software, Inc.

“First off, the whole coronavirus situation is a human situation. It’s kind of a human tragedy.” – Andrew Anagnost, CEO of Autodesk, Inc.

“Obviously, the coronavirus makes a very fluid situation. […] I’ll start by saying, our first priority is making sure that our employees, partners, and customers are safe.” – Anders Gustafsson, CEO of Zebra Technologies.

More information: Lauren Howe et al, CEOs Showing Humanity: Human Care Statements in Conference Calls and Stock Market Performance during Crisis, Academy of Management Discoveries. DOI: 10.5465/amd.2021.0225

Journal information: Academy of Management Discoveries Provided by University of Zurich

Positive outcomes arise when leaders contemplate their errors

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While some leaders commonly hold that presenting an image of perfection to their teams is essential, recent research highlights the advantages of introspection and learning from mistakes. This series of four interconnected studies demonstrates that leaders who ponder their mistakes and derive lessons from them exhibit increased humility, a trait identified as enhancing managerial effectiveness. Moreover, the studies reveal that, under certain conditions, teams show improved performance when their leaders adopt a learning stance towards their errors.

The notion that even exemplary leaders are prone to mistakes is crucial, as leaders often face expectations to embody dominance and confidence, assuming roles more aligned with correcting errors rather than admitting to them. This perspective, however, might detract from their effectiveness, suggests Jasmine Hu, the study’s principal investigator and a professor of management at The Ohio State University’s Fisher College of Business. She advocates for leaders to recognise their blind spots and vulnerabilities to become more adept managers and leaders.

Published in the Personnel Psychology journal, the study elaborates on humble leadership. Humble leaders are characterised by recognising personal limitations and errors, appreciating others’ strengths and contributions, and being open to new ideas and feedback. This research underscores how teams led by humble leaders are more inclined to exchange knowledge, express concerns, and pursue activities aimed at improvement.

A pivotal finding from Hu and her team’s research is the significance of acknowledging mistakes and engaging in reflection to extract valuable lessons for future improvement. In one study segment, 454 managers from diverse sectors, including finance, retail, manufacturing, and healthcare, were asked to participate in an online study. Participants were prompted to reflect on a mistake made with their subordinates, the lessons learned, or an error they believed held no lessons. Following this reflection, they were tasked with responding to a hypothetical workplace scenario, with their responses assessed for humility by trained graduate students.

The outcomes indicated that managers who reflected on mistakes they learned exhibited greater humility than those who considered mistakes without deriving any lessons. Hu emphasises the importance of learning from mistakes rather than solely focusing on the negative aspects.

Another critical aspect of maximising the benefits from mistakes is adopting a promotion focus over a prevention focus. Leaders with a promotion focus are driven by improvement and growth, seeing mistakes as opportunities to enhance goal achievement. Conversely, a prevention focus views learning from mistakes as a means to rectify failures and avoid repercussions.

The research also highlights the importance of a promotion focus through various studies, including one with 210 college students working in teams for a small business project and another real-life study involving 85 non-physician managers from medical schools and hospitals. These studies showed that a promotion focus strengthens the link between learning from mistakes and expressing humility and correlates with improved team performance and behaviour oriented towards improvement.

Hu’s findings call for a reevaluation of traditional perceptions of leadership within organisations and society at large. Leaders’ fear of admitting mistakes due to concerns that it contradicts established leadership imagery must be addressed. Hu’s research suggests that reflecting on and learning from mistakes can enhance managerial effectiveness and leadership quality, advocating for a shift towards embracing vulnerability and growth from errors.

More information: Jasmine Hu et al, When leaders heed the lessons of mistakes: Linking leaders’ recall of learning from mistakes to expressed humility, Personnel Psychology. DOI: 10.1111/peps.12570

Journal information: Personnel Psychology Provided by The Ohio State University

When workers resign from their positions, colleagues also decide to leave: Study by UBC

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Individuals exit their positions for a multitude of reasons, be it redundancy, dismissal, or voluntarily stepping away. Yet, the impact of these departures on the colleagues they leave behind is often overlooked. A groundbreaking study conducted by the Sauder School of Business at the University of British Columbia (UBC) not only sheds light on this issue but also reveals the significant influence these exits have, potentially prompting a wave of resignations among the remaining staff. This research is a significant step towards understanding and managing the complex dynamics of staff turnover.

This investigation was rooted in an in-depth analysis of employment records from a large-scale retail company grappling with high staff turnover. The dataset comprised details on approximately one million employees, covering aspects such as their dates of employment, assigned stores and roles, departure dates, and the reasons behind their leaving.

The research team, including UBC Sauder Assistant Professor Sima Sajjadiani, John Kammeyer-Mueller and Alan Benson from the University of Minnesota, accessed records related to employee performance. This enabled them to distinguish between the impacts of high and low performers leaving.

Professor Sajjadiani and her colleagues adopted a holistic approach, viewing stores as ecosystems to analyze the dynamics of staff movement and the consequent effects over time. This method offered insights into each departure’s immediate and prolonged consequences, facilitating a comparative analysis across different time frames.

While previous research has primarily focused on the aftermath of turnover in terms of remaining employees’ performance and overall company output, the UBC study pioneers in examining how employee exits trigger further departures, the types of exits that contribute to the highest turnover, and the influence of the performance level of departing employees on this trend.

The study unveiled that layoffs prompt a significant and swift increase in voluntary resignations among those who remain, mainly when high performers are laid off. This scenario signals employees a lack of job security and perceived indifference from the organization towards their efforts, prompting them to consider leaving at the earliest opportunity.

On the other hand, voluntary resignations have a more moderate effect on increasing voluntary turnover, with the impact manifesting over a more extended period. High performers view such exits as indicative of better prospects elsewhere, prompting them to explore new opportunities, albeit after some time.

Dismissals showed a minimal and transient impact on increasing voluntary turnover, occasionally leading to a decrease. This is attributed to removing disruptive or underperforming individuals, encouraging high performers to stay longer and reducing the likelihood of voluntary resignations. However, unjustified dismissal of high performers can alarm other top performers and prompt them to leave.

Dr. Sajjadiani’s research findings are not just academic insights, but they also have practical implications for organizations. They highlight that organizations often underestimate the domino effect of departures and the subsequent costs associated with losing human capital. The findings underscore the importance of thoughtful exit management to prevent destabilizing the organization. Clear, compassionate communication and justified decisions, avoiding harsh measures where possible, are advised to mitigate the negative repercussions of staff turnover. By implementing these strategies, organizations can retain valuable human capital and maintain stability.

This research delivers a clear message to organizations on the importance of handling departures delicately to maintain stability and retain valuable human capital, underscoring the need for careful consideration in exit decisions to avoid rapid organizational destabilization.

More information: Sima Sajjadiani et al, Who Is Leaving and Why? The Dynamics of High-Quality Human Capital Outflows, Academy of Management Journal. DOI: 10.5465/amj.2021.1327

Journal information: Academy of Management Journal Provided by The University of British Columbia

Field experiment reveals: “blinding” is not a silver bullet to deal with gender bias

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The researchers aimed to explore the presence of biases in evaluating employees’ ideas by managers. They embarked on a field experiment within a prominent multinational technology corporation to assess two distinct methods of idea evaluation: a “blinded” approach, where managers were unaware of the idea proposer’s identity, and a “non-blinded” approach, where they had access to the proposer’s name, department, and location. Contrary to expectations, the study uncovered no discernible bias against women or employees from different locations or departments compared to the evaluator.

Linus Dahlander commented on the findings, noting that evaluators often rely on their knowledge about the idea proposer to indicate its quality, especially when they lack the necessary information, expertise, or resources for a detailed assessment. While previous studies have shown the influence of nepotism and hierarchical structures on idea reception, the current research surprisingly reveals that the gender of the proposer or their shared unit or location with the evaluator does not affect the idea’s acceptance. Dahlander highlights that while biases against these groups may exist in various contexts, they are not universally present in idea evaluation processes.

Given these insights, Dahlander suggests that merely concealing the identity of idea proposers, a process referred to as “blinding,” is insufficient to enhance the fairness of idea evaluations. The study utilised a blind evaluation tool akin to those applied in blind recruitment, auditions, and academic reviews to mitigate potential unconscious biases among evaluators. This approach raised a critical question: does the visibility of an idea proposer’s identity influence the evaluation compared to when the idea is presented anonymously?

The study involved 38 innovation managers from a leading company in the information and communication technology sector, all experienced in assessing early-stage business ideas. They evaluated ideas under blind and non-blind conditions without being informed that their evaluation task was part of a broader experiment. The findings revealed no difference in the evaluation scores for ideas submitted by men and women, indicating that the proposer’s gender did not impact the idea’s perceived merit. Furthermore, the shared department and location of the evaluator and the proposer did not influence the approval likelihood of the idea.

These unexpected findings challenge the widely held belief that blinding is an effective strategy to eliminate biases in idea evaluation. Despite being technically feasible and cost-effective, blinding may come with opportunity costs, such as the potential loss of connections among employees with shared interests or insights into others’ work. The researchers argue that while blinding may be useful in specific contexts to identify and understand biases, it should not be seen as a universal solution for improving idea evaluation processes.

The study concludes by advocating for a cautious and experimental approach to blinding within organisations. This approach is crucial to ascertain the prevalence and nature of biases. The researchers emphasise that biases are not as pervasive as often assumed and that blinding alone cannot significantly enhance the idea evaluation process. This nuanced understanding underscores the importance of identifying and addressing biases through targeted strategies rather than relying on a singular approach like blinding.

More information: Linus Dahlander et al, Blinded by the person? Experimental evidence from idea evaluation, Strategic Management Journal. DOI: 10.1002/smj.3501

Journal information: Strategic Management Journal Provided by ESMT Berlin

Enhancing your balance between work and personal life can make you a more proficient leader in the workplace

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Recent research suggests that turning off notifications and stepping away from work emails after office hours could enhance one’s leadership qualities.

Leaders who distinguish between work and home life tend to feel more rejuvenated the following day, are recognised as more competent leaders, and are more successful in keeping their teams focused than those who spend their leisure hours fretting over work-related issues.

The research highlighted that leaders with less experience are at a higher risk of diminishing their effectiveness by dwelling on work during their time.

Central to superior leadership performance in the workplace, according to the findings, is a robust work-life balance. Conducted by researchers from the University of Florida, the University of Arizona, and Florida State University, this study was published on April 6 in the Journal of Applied Psychology.

Klodiana Lanaj, a professor at the University of Florida’s Warrington College of Business and the study’s lead researcher, emphasised, “The straightforward takeaway from our research is that to be an effective leader at work, one must learn to leave work concerns at the office. This holds especially true for novice leaders, who appear to gain significantly from disengaging from work and focusing on recovery during home time. Leaders shoulder a heavy burden, balancing their responsibilities with the needs of their subordinates, making it essential for them to unwind from the strains associated with their leadership roles.”

The study surveyed managers and their subordinates at U.S. companies in 2019 and 2022. It evaluated the leaders’ ability to disconnect from work-related thoughts at home the evening before. It measured their energy levels and sense of leadership identity the morning at work. The employees assessed their superiors’ leadership effectiveness.

Lanaj pointed out, “Our findings indicate that leaders who could entirely switch off from work and not dwell on it overnight felt more invigorated the next day and more connected to their role as leaders at work. Consequently, their teams viewed them as more motivational and more adept at directing their work.”

“Conversely, leaders who lingered on work’s negative aspects overnight struggled to regain their energy by morning,” she continued. “They perceived themselves as less leader-like and were rated lower by their teams.”

Promoting Work-Life Balance for Leadership Development

The question arises: How can leaders and organisations foster such a work-life balance to cultivate effective leadership?

Lanaj expressed hope that her study’s findings would empower managers to prioritise their presence at home and disconnection from work. Although the study didn’t specifically inquire how managers unwind at home, other research suggests standard relaxation techniques include exercising, socialising, spending time with family, or indulging in hobbies. What works for one individual in leaving work behind might not work for another, but discovering personal decompression techniques is crucial.

Facilitating leaders’ ability to recharge outside work is vital for organisations aiming to maximise their leadership potential. This might involve minimising expectations of after-hours communication and reducing the norm of being available for work outside regular working hours.

Technology often blurs the lines between work and personal life, yet it can also provide solutions. Setting devices to mute notifications after a particular hour or keeping work equipment in a separate space are practical steps.

Lanaj advises starting with small, manageable changes, such as committing not to check work emails after a specific time in the evening, to see how it improves work-life balance and leadership effectiveness.

More information: Lanaj, K., Gabriel, A. S., & Jennings, R. E. The importance of leader recovery for leader identity and behavior, Journal of Applied Psychology. DOI: 10.1037/apl0001092

Journal information: Journal of Applied Psychology Provided by University of Florida

Support for female business leaders must be strengthened to ensure their success during challenging times

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According to recent findings from the University of Surrey, businesses led by women experienced more difficulty recovering from the pandemic’s impacts than those managed by men. The study attributed this disparity to various factors, including the typically lower accessibility to external financial aid, less robust connections within professional networks, and greater susceptibility to personal limitations such as the need to manage school closures.

This comprehensive research, conducted on a global scale, analyzed data from over 11,000 companies spanning 34 countries. This extensive reach ensures that the findings are not limited to a specific region, but reflect the global reality of women-led businesses. The study evaluated the resilience of these companies by examining the variations in their sales figures from the year prior.

Professor Sorin Krammer, the leading author of this study and the chair of Strategy and International Business at the University of Surrey, underlined the urgency of the situation. He emphasized the importance of enhanced support for women in leadership roles, especially during times of crisis. He pointed out that businesses under female leadership encountered specific obstacles during the COVID-19 pandemic due to restricted access to essential external resources. He underscored the urgency of rectifying these imbalances to ensure a more equitable and resilient business landscape.

Professor Krammer advocated for improved access to financial support, networking opportunities, and government resources to strengthen the resilience of businesses led by women and enable them to prosper even in difficult periods.

Furthermore, the research shed light on strategies contributing to greater business resilience. Companies that operated across multiple departments and adapted their business models to the new environment, for example, by launching new delivery services, demonstrated a more substantial capacity to withstand the challenges posed by the COVID-19 pandemic.

More information: Jaime Gómez et al, Resilience to the pandemic: The role of female management, multi-unit structure, and business model innovation, Journal of Business Research. DOI: 10.1016/j.jbusres.2023.114428

Journal information: Journal of Business Research Provided by University of Surrey