Author Archives: support

Managers practising active listening can diminish the sense of job insecurity among employees

Amid the financial upheavals triggered by the COVID-19 pandemic and the ensuing instability across a rapidly evolving global economy, many workers will likely encounter job insecurity at various career stages.

A collaborative research effort by academics from Penn State, MacEwan University, and the University of Central Florida has delved into the impact of managers’ active listening on employees’ perceptions of job insecurity during challenging organizational periods. The study reveals that managers who engage in active listening can enhance employees’ feelings of control over their career paths, thereby mitigating their fears of potential job losses.

The phenomenon of job insecurity, characterized by the anxiety over potential redundancies, poses as much of a threat to employees’ mental health as actual job loss. The constant worry about being laid off can precipitate chronic stress, with numerous studies highlighting the detrimental effects of stress, such as sleep disturbances, unhealthy eating habits, and elevated blood pressure. In the workplace, this stress translates into reduced job satisfaction, reduced adherence to safety protocols, and diminished performance. Prolonged exposure to job insecurity progressively erodes an individual’s well-being over time, making it imperative for employees and employers to seek ways to minimize the duration of such experiences.

Phillip Jolly, the Elizabeth M. King Early Career Professor and assistant professor of hospitality management at Penn State, and his research partners conducted a study within a large corporation that had announced but still needs to implement layoffs. Their findings were published in the Journal of Occupational Health Psychology.

Jolly notes that managers often have limited control over layoff decisions or identifying employees to be laid off. Given their limited insight into future developments, the impending uncertainty surrounding layoffs can lead managers to retreat. However, managers can play a crucial role in supporting their employees’ well-being through increased active listening to their concerns.

Active listening involves three fundamental components: attention, comprehension, and acceptance. It requires the listener to pay careful attention to the speaker, often reflected through body language, demonstrate understanding by paraphrasing the speaker’s words, and exhibit openness to the speaker’s perspectives and concerns. This form of engagement fosters a deeper connection than passive listening, which is commonly encountered in everyday conversations.

Active listening benefits employees in several ways. It makes employees feel supported and valued, fostering optimism about their employment prospects. Furthermore, by offering a safe space for employees to express and process their thoughts and concerns, active listening enables them to recognize available resources, both within and outside the organization. This awareness can empower employees to feel more in control of their circumstances.

Mindy Shoss, an associate professor of psychology at the University of Central Florida, emphasizes that actively listening to employees reassures them of their value and counters feelings of helplessness amidst uncertainty.

The research highlights that while active listening is always crucial, its significance is magnified during periods of insecurity when it affects employees’ thoughts and emotions. According to Tiffany Kriz, an assistant professor at MacEwan University, employees are particularly attuned to even minor changes in their managers’ listening behaviours when their jobs are at stake, with a shift in listening quality sending a potent message and aiding in processing their current situation.

Originating from counselling psychology, the concept of active listening is touted as beneficial in any scenario where individuals confront anxiety.

Jolly concludes that active listening holds transformative potential in corporate settings and within families, non-profit organizations, and any group facing uncertainty. As the world anticipates post-pandemic changes, managers hope to acquire the necessary skills to support their employees through unpredictable times, recognizing the profound impact of listening across all walks of life.

More information: Kriz, T. D., Jolly, P. M., & Shoss, M. K. Coping with organizational layoffs: Managers’ increased active listening reduces job insecurity via perceived situational control, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000295

Journal information: Journal of Occupational Health Psychology Provided by Penn State

Why women leaders contribute more to family businesses

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Family enterprises contribute significantly to the global economy, representing over 70% of worldwide GDP. Recent surveys indicate these businesses demonstrate a notable openness to female leadership: approximately 55% include women on their boards, and 70% are contemplating female candidates for their next CEO role. This trend towards gender parity is often attributed to a focus on long-term objectives and familial values. However, a groundbreaking study featured in the Strategic Entrepreneurship Journal offers a fresh perspective, suggesting that the success of women in leadership positions within family-owned businesses is fundamentally linked to employee perceptions of their leadership approach.

Remedios Hernández-Linares from the Universidad de Extremadura in Spain, a contributor to the study, highlights that family firms prioritize inclusivity and support for their internal community, fostering a workplace that extends beyond the traditional sense of a company into a more familial and communal environment. This ethos significantly benefits female leaders, framing their leadership as centred on relationship-building and the propagation of core values.

This approach to leadership is more in line with Western gender stereotypes that describe women as empathetic and cooperative, contrasting with the competitive and assertive traits often associated with men. The researchers clarify that the effectiveness of female leaders in family businesses is not merely a result of adhering to these gender norms but stems from a strategic emphasis on areas traditionally deemed suited to women’s competencies.

María Concepcion Lopez-Fernández, another study author from Universidad de Cantabria in Spain, points out the importance of CEOs as role models. She discusses how perceived discrepancies between female gender roles and leadership positions can engender bias and prejudice against women leaders. The research delves into how CEOs encourage entrepreneurial spirit—a domain often seen as masculine—within their company culture. Through a regression analysis of data from 322 Spanish small businesses, focusing on 198 family firms and 133 non-family firms, the study examines the influence of CEO gender on a business’s entrepreneurial orientation, considering various aspects of social learning.

Kimberly A. Eddleston from Northeastern University, who contributed to the study, notes that leadership’s impact on a firm’s entrepreneurial orientation is not determined by the gender of the CEO alone but also by the nature of the business—whether it is a family or non-family enterprise. Female leaders in family businesses are particularly adept at harnessing their firm’s commitment to learning and openness, thus fostering an entrepreneurial spirit more effectively than their counterparts in non-family businesses.

Another author, Franz Kellermanns from UNC Charlotte, emphasizes that while women are well-positioned to lead family businesses, gender biases still impede their ability to translate learning into a stronger entrepreneurial orientation in non-family firms.

This research provides valuable insights into the complex interplay between gender, leadership, and business culture, challenging decades of conflicting studies on the impact of female leadership on business outcomes. It suggests that women’s leadership can be particularly impactful in environments that value traditionally feminine attributes, recommending that framing leadership styles around empathy and relationship-building can enhance the effectiveness of women business leaders.

More information: Remedios Hernández-Linares et al, Learning to be entrepreneurial: Do family firms gain more from female leadership than nonfamily firms? Strategic Entrepreneurship Journal. DOI: 10.1002/sej.1482

Journal information: Strategic Entrepreneurship Journal Provided by Strategic Management Society

Studies illuminate the effects of gender disparities within the media sector on employee job satisfaction

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A study spearheaded by scholars at the City University of London unveils the detrimental effects on job satisfaction caused by perceived gender inequities and the widespread issue of workplace sexual harassment within newsrooms globally. Despite being a common issue across various professions, newsrooms are not spared from this troubling trend.

The investigation into job satisfaction within the media field has covered several factors, including organizational size, wages, types of employment contracts, the balance between professional and personal life, and the demographic characteristics of employees like gender, ethnicity, and the political orientation of their employers. Notably, in many parts of the globe, women are significantly underrepresented in media roles and tend to have shorter career spans than their male counterparts, often as a result of societal and cultural hurdles, including discrimination, wage disparities, and entrenched gender stereotypes.

This new research, carried out by Dr Lindsey Blumell, Senior Lecturer, Dr Rana Arafat, Lecturer in Journalism at City, and Dinfin Mulupi from the University of Maryland, examines how media personnel from Sub-Saharan Africa, Southeast Asia, and the Arab world assess their job satisfaction in light of gender equality and experiences of sexual harassment.

The study focused on regions known for their gender wage gaps, fleeting careers for women in media, and monopolization of leadership positions by men. The findings indicate that men across these regions report significantly higher levels of job satisfaction than women. Still, this disparity does not extend to individuals who do not conform to traditional gender norms. Moreover, men have a more positive perception of gender equality within newsrooms, often accessing more opportunities and senior positions than their female colleagues. This trend again does not significantly differ for gender non-conforming individuals.

Female journalists were found to be more susceptible to both verbal and physical harassment, whether in the newsroom or while on assignment than their male counterparts across all regions studied. Physical harassment was notably more common in Sub-Saharan Africa compared to Southeast Asia and the Arab region, which did not significantly differ from each other. However, the frequency of verbal harassment did vary, with Sub-Saharan Africa recording the highest incidents, followed by the Arab region and Southeast Asia. The study underscored that experiences of sexual harassment, both verbal and physical, considerably diminish job satisfaction.

The survey, conducted between July 2020 and April 2021 across the three regions, comprised 33 structured questions and one open-ended question. It garnered responses from 1,583 participants, including males, females, and gender non-conforming individuals.

Dr. Blumell emphasized the pressing need for a cultural transformation within the global news industry to address these findings. She pointed out the industry’s predominant male dominance, often institutionalized by societal norms that discourage or even prevent women from pursuing long-term careers in media post-marriage or childbirth due to domestic responsibilities or qualifications barriers, leaving most senior and decision-making roles to men. This imbalance fosters a culture where stereotypes and male power dominance prevail, paving the way for sexual harassment and deteriorating working conditions for women.

The study calls for structural and organizational reforms to mitigate these gender-based inequalities, urging media organizations to adopt comprehensive policies against all forms of sexual harassment and to implement ethical codes that clearly define and address gender discrimination.

Dr Arafat highlighted the need for a greater understanding among employers regarding the impact of these gender-biased attitudes on job satisfaction. She criticized the common misperception that sexual harassment is merely a rare occurrence of flirtation or banter, underlining that what might seem harmless can be profoundly damaging and constitute verbal sexual harassment. The researchers advocate for enhanced awareness and training within news organizations and among employers to recognize the severe psychological and performance-related consequences of sexual harassment, thereby encouraging more proactive measures to counteract it.

More information: Lindsey E. Blumell et al, The Impact of Sexual Harassment on Job Satisfaction in Newsrooms, Journalism Practice. DOI: 10.1080/17512786.2023.2227613

Journal information: Journalism Practice Provided by City, University of London

Studies show that revealing salaries combined with minimal oversight expenses aids in bridging the disparity in pay between genders

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According to the latest findings published in the Strategic Management Journal, publicising salaries could be crucial in narrowing the gender pay divide. However, the costs associated with publicly tracking these salaries must be minimised. Elizabeth Lyons from the University of California, San Diego, and Laurina Zhang from Boston University embarked on a study investigating whether making salaries transparent could lessen gender-based pay discrepancies and, if so, by what means. Their research centred on tenured and tenure-track faculty within Canadian universities, utilising the Ontario Public Sector Salary Disclosure Act of 1996 as a case study. This legislation, which mandates the disclosure of salaries for public employees earning above $100,000, includes an online database that significantly eases the public’s ability to access salary information, thereby lowering the costs of such endeavours.

Zhang emphasised the importance of the legal framework and its effectiveness in genuinely decreasing the public’s costs to observe gender wage disparities across various organisations. The researchers compared this situation to a policy in another Canadian province that, lacking an equivalent publicly accessible online database, did not reduce the gender pay gap.

Their findings indicated that easy access to salary information puts considerable pressure on well-known organisations to diminish the gender pay gap and evade public critique of their salary structures. However, the study did not find evidence of women successfully leveraging this salary transparency to negotiate higher wages.

Zhang pointed out that improvements in bridging the gender pay gap are primarily driven by organisations, particularly those that foresee public scrutiny and potential backlash, prompting them to implement widespread changes.

The study also contrasts the Ontario policy with other policies that mandate salary disclosure at an aggregate level for sizable firms. Zhang argued that such policies are less effective as they only reveal average salaries for males versus females without detailed breakdowns, making it harder to assess gender inequality accurately. In contrast, Ontario’s detailed database facilitates more precise comparisons.

Nevertheless, salary transparency adoption and the consequent narrowing of the gender pay gap come at a cost, especially for organisations with a significant existing pay disparity. These organisations may face higher expenses to ensure equal pay across genders. Zhang highlighted the challenges in implementing salary transparency widely, noting the considerable pressure it places on organisations to initiate change.

Zhang also speculated on the potential for salary transparency to enhance competitiveness, particularly in the private sector, where employee movement between companies is more common. However, in academia, where the study was focused, the likelihood of increased competition due to salary transparency is lower because transitions between higher education institutions are rarer. This research sheds light on the complex dynamics of salary transparency, its impact on gender pay inequality, and the organisational and societal factors influencing its effectiveness.

More information: Elizabeth Lyons et al, Salary transparency and gender pay inequality: Evidence from Canadian universities, Strategic Management Journal. DOI: 10.1002/smj.3483

Journal information: Strategic Management Journal Provided by Strategic Management Society

Entrepreneurship at the margins: navigating between unstable employment and the quest for a purposeful existence

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The research project titled “The crisis viewed from the periphery: striving for social mobility at the edges of (il)legality,” spearheaded by Leonardo de Oliveira Fontes with the backing of FAPESP (grant numbers 19/13125-2 and 21/13970-4), aimed to understand the coping mechanisms of the impoverished communities in Brazil amidst the economic downturn that hit the country in 2014. An article resulting from this research has been published in the International Journal of Urban and Regional Research, showcasing the findings of this in-depth investigation.

Leonardo de Oliveira Fontes is a faculty member in the Sociology Department at the State University of Campinas (UNICAMP) in São Paulo and conducts research on Urban Ethnography at CEBRAP, a research centre based in São Paulo City. During the study, he discovered that entrepreneurship emerged as a significant strategy among low-income people to engage with the economy during the crisis. This observation was derived from qualitative research and supported by quantitative data. A 2021 survey by the Global Entrepreneurship Monitor (GEM) indicated that 50 million Brazilians were interested in starting their businesses within the next three years, a 75% increase from 2020, a rise attributed to the economic crisis worsened by the COVID-19 pandemic. This surge in entrepreneurial interest reflects, at least in part, a lack of better employment alternatives, as evidenced by the decrease in average monthly income for informal workers from BRL 2,200 in 2014 to BRL 1,991 in 2022, compared to BRL 2,472 for formal workers in 2022.

Fontes’s study focuses on the entrepreneurs residing in the peripheral suburbs of major Brazilian cities inhabited by low-income families. These entrepreneurs fall into two categories: those operating entirely within the informal economy and those entering the formal economy by registering as “individual micro-entrepreneurs” (MEIs) benefiting from a simplified tax regime. The number of MEIs has surpassed 15 million nationwide, with over a million in São Paulo city alone.

Fontes’s qualitative and ethnographic research involved conducting in-depth interviews and participating in observations at strategic locations, including trade shows and entrepreneurial meetings. His analysis addresses two primary perspectives in the sociological literature on entrepreneurship: one views it as a component of a neoliberal capitalist strategy, emphasizing the “Uberization of labor.” At the same time, the other sees it as an ideological mechanism that isolates and blames individuals for their success or failure, undermining their identity as workers and their collective bargaining power.

Fontes aimed to transcend these views by exploring the origins of entrepreneurial spirit among São Paulo’s peripheral residents and the extent to which neoliberal practices have been integrated into their behaviours and social structures. He argues that accepting entrepreneurship and neoliberal values among these communities has historical and social roots beyond mere ideological persuasion.

The article presents the stories of five individuals from three different families to explore how gender roles influence entrepreneurial attitudes, identifying fundamental moral values such as a “worker’s ethic,” a “getting-by ethic,” and a “provider’s ethic.” Fontes highlights the adaptability and resourcefulness of these individuals, who strive for economic survival and seek meaningful work despite the challenges posed by the labour market and societal expectations.

Fontes’s findings suggest that while neoliberal ideologies have permeated these communities, there are also elements of resistance and alternative perspectives on entrepreneurship that avoid the pitfalls of precarity and dissatisfaction. He concludes that the complex relationship between neoliberalism and the values of entrepreneurs in the periphery warrants further sociological analysis, recognizing both the influences of neoliberal reason and the potential for resistance and change within these communities.

More information: Leonardo Fontes et al, BETWEEN DREAMS AND SURVIVAL: The (Dis)Embeddedness of Neoliberalism among Entrepreneurial Workers from São Paulo’s Peripheries, International Journal of Urban and Regional Research. DOI: 10.1111/1468-2427.13218

Journal information: International Journal of Urban and Regional Research Provided by Fundação de Amparo à Pesquisa do Estado de São Paulo

Telecommuting offers advantages and disadvantages for employee wellness

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Telecommuting can enable employees to lead more fulfilling lives, boasting improved mental health and greater engagement in their work. However, recent research from Cornell University’s ILR School reveals that this positive outcome hinges on the work being performed during the employees’ scheduled hours. The study highlights the adverse effects of working remotely outside these hours, noting that such practices are especially detrimental to women.

The surge in remote work triggered by the COVID-19 pandemic has sparked considerable interest in its effects on employee satisfaction and attitudes towards their jobs. Duanyi Yang, an assistant professor specializing in labour relations, law, and history, and her colleagues have produced research with nuanced results on the implications of home-based work for employee wellbeing. Their forthcoming paper, “Working from Home and Worker Wellbeing: New Evidence from Germany,” in the ILR Review, differentiates between substituting office hours with home-based work (replacement work-from-home) and adding to regular work hours from home (extension work-from-home).

Drawing on a survey of 7,857 employees across 814 establishments in Germany, Yang’s study indicates that working from home beyond regular hours correlates with diminished mental health, an increased likelihood of employees leaving their jobs, and more conflicts between work and family life. In contrast, working from home during regular hours (replacement work-from-home) is linked to higher work engagement and does not increase work-family conflict or turnover rates.

The research particularly underscores the negative ramifications of extended work-from-home for women, revealing that their psychological well-being is 11% lower compared to women who either do not work from home or those who adhere to their regular working hours.

Yang points out the importance of establishing labour standards and management practices that prevent the extension of work-from-home from harnessing the benefits of remote working for both employees and employers. She references France’s 2016 legislation that grants employees the right to disconnect from work communications after hours as an example of how to protect personal time from work encroachment. Similar initiatives are underway in Australia, where public sector unions negotiate the inclusion of disconnect rights in collective agreements.

In the United States, Yang suggests an opportunity for managers, executives, and worker representatives to mitigate the expectation of constant availability and foster norms that support remote work while maintaining a clear distinction between professional and personal life. She argues that employers might be more inclined to implement temporal boundaries to prevent employee burnout and reduce turnover in a competitive job market.

More information: Duanyi Yang et al, Working from Home and Worker Well-being: New Evidence from Germany, ILR Review. DOI: 10.1177/00197939221148716

Journal information: ILR Review Provided by Cornell University

Gossip in the workplace can advantage both employees and employers

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Recent findings from Binghamton University, State University of New York, have illuminated the potentially beneficial aspects of workplace gossip in diminishing employee turnover rates, thereby enhancing organizational efficiency.

Jinhee Moon, a doctoral candidate at the Binghamton University School of Management, undertook this study alongside a team of researchers. The study sheds light on the significance of positive gossip within the organizational context. Moon emphasizes the importance of organizations recognizing the role of constructive gossip in reducing turnover, a crucial determinant of organizational success. She advocates for organizations to foster a positive environment by treating employees well, demonstrating care, and encouraging participation in beneficial gossip.

The novelty of Moon’s research lies in its focus on the social advantages employees gain through gossiping, an extension of her prior research interests in workplace dynamics, particularly leadership, interpersonal relationships, and social networks within the School of Management (SOM). This recent investigation involved a survey of 338 health workers in South Korea, exploring their engagement in both positive and negative gossip about their organizations and management. The survey covered a variety of statements reflecting employees’ interactions and discussions about their workplace in the absence of management, including expressions of dissatisfaction and commendation of their organization’s capabilities.

Moon’s research highlights a noteworthy perspective that positive gossip, primarily when it paints the management or organization in a good light, is deemed more valuable. This kind of gossip engaged health workers more deeply, as they showed greater interest in information that could elevate or solidify their status within the organization.

Contrary to expectations, the study found no link between negative gossip and the exertion of coercive power, challenging the assumption that negative gossip serves as a means for individuals to assert dominance or control. Moon pointed out that negative gossip might not be as influential or valued as anticipated, often being perceived merely as a form of complaint without any beneficial outcomes for the gossiper.

One of the most significant implications of Moon’s findings is the potential of positive gossip to mitigate voluntary employee turnover. Employees can combat negative sentiments and foster a sense of empowerment by engaging in positive conversations about their workplace. According to Moon, this strategy not only provides an effective means of coping with workplace challenges but also contributes to a more positive and enduring relationship with the organization.

In essence, Moon’s study offers a fresh perspective on the dynamics of workplace gossip. It suggests that when directed positively, it can play a crucial role in strengthening organizational bonds, enhancing employee satisfaction, and ultimately contributing to the success and stability of the organization.

More information: Andrea Kim et al, How Does Workplace Gossip Benefit Gossip Actors? The Impact of Workplace Gossip on Power and Voluntary Turnover, Group & Organization Management. DOI: 10.1177/10596011231203758

Journal information: Group & Organization Management Provided by Binghamton University

The interpretation of employees regarding the motives behind their bosses’ abusive behaviour impacts outcomes, according to a study

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A study conducted by the UBC Sauder School of Business reveals that employees’ perceptions of their bosses’ intentions behind abusive behaviour can lead to varying emotional responses, such as anger or guilt, influencing their reactions to such supervision differently.

Steve Jobs, the former CEO of Apple, was renowned for his stringent leadership style. He often pushed his employees to their limits to meet the company’s ambitious objectives. Despite the prevalent belief among many aspiring leaders in the effectiveness of the “tough love” approach, recent research from UBC Sauder suggests that, although abusive leadership might be aimed at elevating employees’ performance, it can result in significant negative consequences over time.

Abusive supervision, characterized by actions like yelling at employees, ignoring them, or belittling them in front of colleagues, has been consistently associated with psychological distress, higher employee turnover, and reduced performance. However, the study “The Whiplash Effect: The (Moderating) Role of Attributed Motives in Emotional and Behavioral Reactions to Abusive Supervision,” explored whether the motivation behind a supervisor’s abusive behaviour could lead to different employee responses.

The research comprised three separate studies conducted across three continents. In the first study, involving 1,000 soldiers and officers in the Chinese military, participants reported on their supervisory experiences, emotions, and subsequent reactions. The second study was a lab experiment with 156 participants at a major American university, simulating different supervisory styles within a consulting firm while hinting at the supervisors’ motives. Participants could engage in deviant acts against their supervisor or display positive organizational citizenship behaviours (OCBs), such as helping colleagues or participating in workplace charity initiatives. The third study saw 325 employees and supervisors at a Swedish luxury car manufacturer complete daily surveys over three weeks, documenting experiences of abusive supervision, emotions felt, and observations of OCBs and deviant behaviours.

Findings across all studies indicated that employees tend to feel anger when they perceive their supervisors’ abuse as intended to harm them. Conversely, when they believe the abuse aims to improve performance, they are more likely to experience guilt. This differentiation in emotional response significantly influences their behaviour, leading to either an increase in negative actions or a propensity towards positive, pro-social behaviours in the workplace.

Lingtao Yu, Assistant Professor at UBC Sauder and one of the study’s authors, draws parallels between these findings and the dynamic depicted in the film “Whiplash,” which portrays an abusive teacher-student relationship driven by the desire to achieve greatness. The study suggests that while employees may react negatively to perceived malintent by engaging in destructive behaviours, those who see their supervisor’s actions as motivational attempts to bridge performance gaps are likely to take responsibility and act in ways that aim to mend the supervisor-employee relationship.

Despite occasional short-term gains from such supervision, the study underscores the long-term ineffectiveness and potential costs associated with abusive leadership, including legal expenses, healthcare costs, and lost productivity. Professor Yu emphasizes the importance of mindful leadership and the availability of alternative, more constructive methods to enhance employee performance, advising against adopting abusive leadership practices.

More information: Yu, L. et al, The whiplash effect: The (moderating) role of attributed motives in emotional and behavioral reactions to abusive supervision, Journal of Applied Psychology. DOI: 10.1037/apl0000810

Journal information: Journal of Applied Psychology Provided by The University of British Columbia

Is Your Boss an Asshole?

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Many are intrigued by the question of what precisely constitutes an unpleasant individual. Almost everyone can identify at least one person who is particularly challenging to deal with, causing frustration and discomfort simply by being around them. In essence, these individuals embody the very definition of being disagreeable.

Recent findings from the University of Georgia shed light on this phenomenon, particularly highlighting that many individuals perceived as highly disagreeable are middle-aged men. The research, published in the journal Collabra: Psychology, involved nearly 400 participants who were asked to reflect on the person they considered the most disagreeable in their lives and identify the traits that led to this perception. The study revealed that qualities such as manipulation, aggression, and a sense of entitlement were commonly associated with these individuals.

Interestingly, the study found that the negative traits identified in these disagreeable individuals are similar to those found in profiles of people with psychopathic, antisocial, and narcissistic personality disorders, as outlined by experts. However, the researchers clarify that these similarities do not necessarily imply that every disagreeable person has a personality disorder.

Brinkley Sharpe, the study’s lead author and a doctoral student, highlighted that participants had little difficulty identifying the most disagreeable person. Many were former romantic partners, previous employers, or estranged family members. The study also noted that participants typically did not feel a strong bond with these disagreeable individuals, which aligns with the general perception of their behaviour as particularly off-putting.

Interestingly, some participants still had these disagreeable individuals actively present in their lives, including within their circle of colleagues, friends, and even current romantic partners. These individuals were often described as not only disagreeable and prone to anger but also as lacking consideration for the feelings of others and exhibiting behaviours that suggested an inability or unwillingness to regulate their anger, act responsibly, or hold inclusive views.

The research further explored the awareness and attitudes of these disagreeable individuals toward their behaviour. Findings indicated that while they might be aware of the negative impact of their actions on others, they often lacked the inclination to change. This aspect of their personality was reflected in behaviours that, while not always directly antagonistic, demonstrated a disregard for the perceptions and feelings of others.

The study’s responses varied widely, from minor grievances to more severe accusations of criminal behaviour. Some participants expressed frustrations over seemingly trivial matters, while others reported significantly more harmful actions. This variation underscores the complexity of human behaviour and the subjective nature of what makes someone particularly disagreeable.

Moreover, the study highlighted contemporary issues such as disregard for public health measures or political affiliations contributing to perceptions of disagreeability. That points to social norms’ evolving nature and broader societal developments’ impact on personal relationships.

Researchers, including Courtland Hyatt, Donald Lynam, and Joshua Miller, collaborated to highlight the multifaceted nature of disagreeability. They suggested that derogatory terms carry specific connotations and reflect underlying behavioural patterns. This research underscores the importance of understanding the characteristics associated with disagreeability and provides insight into the dynamics of personal and social relationships impacted by such behaviours.

More information: Brinkley M. Sharpe et al, “They Are Such an Asshole”: Describing the Targets of a Common Insult Among English-Speakers in the United States, Collabra Psychology. DOI: 10.1525/collabra.32552

Journal information: Collabra Psychology Provided by University of Georgia

Study reveals that co-working spaces may restrict creativity over time

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A recent study has discovered that co-working spaces may restrict the creativity and innovation of new businesses. These communal working environments, which surged in popularity following the pandemic, initially seemed to encourage collaboration. However, over time, they limit the development of collaborative practices.

The research conducted by Bayes Business School focused on the emergence of collaborative practices within co-working environments, using Level 39 as a case study. Located in Canary Wharf’s financial district and among Europe’s largest co-working spaces, Level 39 predominantly serves the tech and fintech industries.

The study’s findings indicate that the casual atmosphere of such spaces initially fosters exploration among startups. Yet, it prevents the evolution of deeper collaborations. Although these environments facilitate networking and social interactions through shared kitchens, lounges, and breakout areas, the benefits of collaboration were minimal. Companies reported that interactions became increasingly superficial and forced over time. Moreover, as the space prioritized occupancy and scalability to accommodate its growth, it negatively affected the spatial layout and the ability to foster customized relationships with startups.

Professor Stefan Haefliger, the study’s lead author from Bayes Business School, researched alongside former Bayes PhD student Ghassan Yacoub. They emphasize the findings’ implications for those managing and hosting co-working spaces. The study suggests a catalyst is necessary—individuals who promote and support activities that enhance interaction and foster cooperation—to facilitate meaningful cross-working.

Professor Haefliger stressed the transformative impact of co-working spaces on our conventional understanding of organizational boundaries. He underscored the role of space hosts and users in creating an environment conducive to flourishing partnerships and innovative ideas. For startups, leveraging initial interactions is crucial for collaborative success, and managers are essential catalysts in fostering these partnerships.

In the post-pandemic landscape, the uncertainty of space usage and the formation of collaborative teams suggest that workspace managers need to allow for experimentation and flexibility.

The research also reflects Dubai’s unique position in the evolving work environment. As a global collaboration hub, Dubai presents an opportunity to lead by example in adapting workspaces to modern collaborative needs, potentially inspiring other locations to embrace change.

This study highlights the dynamic between co-working spaces and the innovative processes of new businesses, suggesting a need for adaptability and strategic support to effectively nurture creativity and collaboration.

More information: Stefan Haefliger et al, Coworking spaces and collaborative practices, Organization. DOI: 10.1177/13505084221074037

Journal information: Organization Provided by City, University of London

Research shows employees have misconceptions about wage markets

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A study involving MIT scholars has uncovered that a significant number of employees underestimate the wages offered by other companies, often believing their peers in similar roles elsewhere earn less. As the research suggests, this misconception leads to financial disadvantages for workers. Simon Jäger, an MIT economist and one of the study’s co-authors, highlights how employees base their expectations for alternative employment opportunities on their current salaries, which distorts their perception of the market.

The research presents a startling gap between reality and expectation: workers who could gain a 10% salary increase by moving firms anticipate only a 1% rise. This discrepancy results in them accepting lower earnings than they could achieve. The study also reveals that individuals working in lower-wage positions are particularly prone to underestimating pay scales at other organisations. Interestingly, when provided with accurate information about industry-wide salary structures, these workers are more inclined to consider leaving their current jobs, indicating a significant impact of information on employment decisions.

This misalignment between worker perceptions and actual wage data calls into question the assumptions underlying economists’ models of job search behaviour, which typically presume that workers possess accurate knowledge of salary levels in their field. Using data from Germany, the findings suggest that these insights extend beyond national borders, offering a broader commentary on the global labour market dynamics.

Nina Roussille, another MIT economist involved in the study, elaborates on the implications of these findings. She explains that workers’ ignorance of better-paying opportunities keeps them in lower-wage roles, reducing the pressure on their employers to offer competitive salaries. This dynamic, in turn, perpetuates wage stagnation within specific segments of the job market.

The study, titled “Worker Beliefs about Outside Options,” and published in the Quarterly Journal of Economics, is a collaborative effort by Jäger, Christopher Roth from the University of Cologne, Roussille, and Benjamin Schoefer from the University of California, Berkeley. It bridges the gap between assumed knowledge and actual understanding among workers regarding wage information.

The researchers employed a multifaceted methodology, incorporating a survey into the German Socio-Economic Panel and linking responses with salary data from the German government’s Institute for Employment Research. This approach enabled them to measure the discrepancy between perceived and actual wages across industries. They found that most survey participants positioned their salaries within the middle percentile, underestimating their potential earnings elsewhere.

Further, an online experiment with over 2,000 participants revealed that correcting misconceptions about wages significantly influenced workers’ intentions to seek new job opportunities. Specifically, a ten-percentage-point correction in wage expectations resulted in a 2.6-percentage-point increase in the likelihood of an employee considering a job change.

The researchers argue that their findings have implications beyond the German market, suggesting that wage misperceptions could have even more significant consequences in countries with greater wage inequality, such as the United States. They also note that the COVID-19 pandemic, which saw many workers moving to higher-paying jobs, supports the theory that previous underestimations of wage potential had kept employees in lower-paying positions.

This research challenges long-standing economic theories that assume workers accurately understand wage landscapes, urging a reevaluation of these models in light of new empirical evidence. The academic community’s favourable response indicates a readiness to refine economic models to more closely mirror real-world conditions. Moving forward, the authors aim to explore employer perspectives on wage knowledge, examining whether firms are aware of and potentially exploit workers’ wage misperceptions.

More information: Simon Jäger et al, Worker Beliefs About Outside Options, The Quarterly Journal of Economics. DOI: 10.1093/qje/qjae001

Journal information: The Quarterly Journal of Economics Provided by Massachusetts Institute of Technology

Warm weather impacts productivity – even in factories with air conditioning

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According to research findings, warm weather diminishes workers’ efficiency, even in workplaces equipped with air conditioning. This study, orchestrated by the University of Exeter, meticulously monitored the relationship between outdoor temperatures and employees’ productivity levels within a technologically advanced manufacturing facility in China. Despite the factory being regulated by climate control systems, the research unveiled a consistent decline in productivity by 0.83% with each degree Celsius rise in the external temperature. The investigation highlighted that nocturnal warmth, potentially disrupting sleep patterns, contributed to this productivity downturn. However, it was observed that daytime temperatures significantly impacted work efficiency, regardless of more excellent conditions at night. The exact mechanisms behind this phenomenon remain uncertain, but the study provides a stark warning regarding the implications of escalating global temperatures on economic activities.

Dr Jingnan Chen of the University of Exeter emphasized the broad spectrum of climate change impacts, noting the importance of recognizing its effects on individual lives alongside large-scale environmental transformations. Prior studies have consistently shown that heat adversely affects the work output of individuals in outdoor environments or settings lacking air conditioning. This new evidence, illustrating the influence of heat on productivity in an environment with a controlled climate, sheds light on the potential economic ramifications of climate change.

Dr Miguel Fonseca further articulated that reliance on technological solutions such as climate-controlled environments might not be adequate for offsetting the impacts of heightened outdoor temperatures. The research employed an innovative approach by analyzing data related to the daily maximum ‘wet bulb’ temperature—a metric accounting for both humidity and heat—and correlating it with detailed work performance records across 35,190 shifts involving 635 male workers.

The factory in this study specializes in producing silicon wafers, which are crucial for manufacturing solar panels. Given the sensitive nature of these components, the production area is maintained at a constant temperature of 25°C and 60% relative humidity to preserve the quality of the wafers. Nonetheless, the observed 0.83% reduction in productivity per degree Celsius increase in temperature resulted in a significant decrease in the number of wafers produced per worker. Furthermore, the study discovered that when the ‘wet bulb’ temperature exceeded 28°C, productivity plummeted by 5.8% compared to standard conditions.

These findings underscore the urgent need for strategies beyond mere technological interventions to mitigate the adverse effects of climate change on workplace productivity and, by extension, the global economy.

More information: Jingnan Chen et al, How Much Will Climate Change Reduce Productivity in a High-Technology Supply Chain? Evidence from Silicon Wafer Manufacturing, Environmental and Resource Economics. DOI: 10.1007/s10640-023-00803-4

Journal information: Environmental and Resource Economics Provided by University of Exeter