Author Archives: support

Productivity declines and typographical errors increase among workers in the afternoon, particularly on Fridays

A consensus among many office employees is their noticeable dip in productivity towards the later parts of the day and as the workweek progresses towards Friday. This subjective experience has now been substantiated through objective analysis by a research team from Texas A&M University.

In an innovative study conducted by the School of Public Health at Texas A&M, an interdisciplinary approach was utilised to gather data, revealing that workers exhibit a reduction in activity and an increase in errors by the afternoon hours, culminating in the least productive period being Friday afternoon. This investigation has been documented in a recent edition of PLOS ONE, with contributions from Drs. Taehyun Roh, Nishat Tasnim Hasan of the Epidemiology and Biostatistics Department, and Drs. Chukwuemeka Esomonu, Joseph Hendricks, Mark Benden from the Environmental and Occupational Health Department, and Anisha Aggarwal, a postgraduate student from the Health Behavior Department.

The study analysed the computer usage of 789 office employees within a prominent energy corporation in Texas from January 1, 2017, to December 31, 2018, seeking a more objective measure of productivity. Traditional methods such as self-reports, supervisory assessments, or wearable technology, which may skew subjective or intrusive, were set aside to analyse direct computer interaction metrics. These metrics included typing speed, error rates, and mouse movements, offering a clear, unobtrusive view of daily work patterns.

This detailed analysis revealed a progressive increase in computer-related activities from Monday to Thursday, with a noticeable drop on Fridays. Not only did the quantity of typing and mouse usage reduce on the final day of the traditional workweek, but the afternoons, predominantly Friday afternoons, saw diminished activity and increased typographical errors.

The implications of these findings extend beyond mere observations, suggesting that alternative working models such as hybrid or four-day weeks could enhance employee satisfaction and productivity. As of May 2023, a significant portion of the U.S. workforce was still engaged in traditional on-site roles, with the rest adopting remote or hybrid formats. These alternate schedules mitigate stress related to commuting and office politics and enhance work-life balance, allowing for increased time spent with family, engaging in physical activities, or pursuing hobbies, thereby improving overall well-being.

Moreover, flexible work arrangements can have broader benefits, including reduced operational costs and environmental impact through lowered electricity consumption and carbon emissions. These findings present a compelling case for business leaders to consider more adaptive work policies to foster a healthier, more productive, and environmentally sustainable workplace.

More information: Taehyun Roh et al, Examining workweek variations in computer usage patterns: An application of ergonomic monitoring software, PLoS ONE. DOI: 10.1371/journal.pone.0287976

Journal information: PLoS ONE Provided by Texas A&M University

AI has the potential to enhance services for vulnerable customers

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Artificial intelligence has evolved into a multifaceted tool within the business sector, pivotal for enhancing sales, streamlining operations, and engaging with clientele. However, recent investigations conducted by Texas McCombs have unveiled a novel application of AI in the corporate realm: its capability to contribute towards societal welfare.

This innovative utility of AI facilitates corporations’ more effective catering to the needs of vulnerable consumers, defined as individuals in the marketplace who encounter obstacles in accessing and managing resources.

Gizem Yalcin Williams, an assistant professor of marketing at Texas McCombs, has developed an AI framework for corporations alongside colleagues Erik Hermann from ESCP Business School in Berlin and Stefano Puntoni from the Wharton School at the University of Pennsylvania. This framework aims to pinpoint vulnerable consumers, tailor services to their unique requirements, and diminish the risks of discrimination and inequality.

Williams articulates that AI’s value extends beyond its operational and financial advantages, highlighting its potential to promote social welfare and encourage businesses to adopt socially responsible practices. By enhancing the accessibility, interactivity, and dynamism of customer service, AI equips vulnerable consumers with the necessary tools to comprehend information better, thereby enabling more informed decision-making. For instance, specific AI applications allow companies to analyze consumer voices and reactions, offering real-time feedback and advice to customer service representatives on improving their interactions.

The framework introduces several key concepts, including that vulnerability can fluctuate, influenced by cognitive, physical, or emotional factors, such as job loss, relationship breakdowns, or grief. “Vulnerability varies in duration and severity, but essentially, it can affect anyone,” Williams notes. That redefined perspective on vulnerability paves the way for AI technologies to impact society positively. Through advanced machine learning and natural language processing algorithms, AI is uniquely positioned to identify vulnerable consumers and assist staff in delivering more effective and empowering customer service.

The framework also highlights the importance of assessing risk, as customer service agents are frequently unaware of interacting with vulnerable consumers. AI can conduct real-time analysis of consumer communications, employing cues to generate a risk score for agents. Additionally, when AI identifies a vulnerable consumer, it can offer tailored advice to agents, suggesting specific actions to provide extra support.

Implementing and integrating AI into customer service systems demands investment, but it offers substantial benefits. Businesses can reap financial and reputational rewards by recognizing vulnerability and guiding consumers through challenging periods. Williams asserts, “Doing good often results in positive outcomes.” Businesses that utilize AI to support their vulnerable customers can anticipate beneficial effects, including increased loyalty, enhanced customer satisfaction, and higher profits.

More information: Erik Hermann et al, Deploying artificial intelligence in services to AID vulnerable consumers, Journal of the Academy of Marketing Science. DOI: 10.1007/s11747-023-00986-8

Journal information: Journal of the Academy of Marketing Science Provided by The University of Texas at Austin

Research indicates that business leaders ought to reconsider their approach towards treating team members

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Recent research conducted by an international collaborative team has revealed that business leaders managing teams must strike a balanced approach in their treatment of team members to avoid negatively impacting team performance. The study highlights the complexity of leadership dynamics, challenging the notion that there is a straightforward correlation between the differentiation in the treatment of team members and the team’s productivity. Bradley Kirkman, a co-author of the study and the General Hugh Shelton Distinguished Professor of Leadership at North Carolina State University, elaborates on this. Contrary to the established belief that varied treatment based on the perceived competence of team members can boost team productivity, this research proposes a nuanced understanding, suggesting that extreme variations in treatment can be detrimental.

The research team, comprising experts from NC State, the University of Science and Technology in Beijing, Peking University, and the University of Iowa, undertook a comprehensive study across three Chinese companies representing the pharmaceutical, telecommunications, and manufacturing sectors. They assessed the performance of 145 teams, examining the quality and efficiency of work, the ability to meet deadlines and budget adherence. The study relied on the “LMX7” scale to measure the quality of relationships between team leaders and members, focusing on the interaction dynamics rather than tangible incentives like salary.

Kirkman explains that the research uncovered a threshold to the degree of differentiation in treatment by leaders that, when exceeded, can lead to division within teams into favoured “ingroups” and marginalized “outgroups.” This division can decrease motivation and participation among outgroup members, potentially disrupting team harmony and performance. However, the study also warns against the pitfalls of undifferentiated treatment, advocating for a moderate level of differentiation that acknowledges individual competencies without fostering divisive favouritism.

The findings indicate that team size and the cultural concept of “power distance orientation” significantly influence a team’s tolerance for differential treatment. Due to their complex coordination and integration needs, larger teams benefit from a degree of differentiation that allocates more resources to capable members. Meanwhile, the cultural acceptance of hierarchical differences, as encapsulated in the power distance orientation, affects teams’ receptiveness to differential treatment. Teams from cultures with high power distance may be more accommodating of such therapy than those from low power distance cultures, which might outright reject it.

The study, “Understanding the Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance,” published in Personnel Psychology, suggests that effective leadership requires a delicate balance. Leaders should aim for a moderate differentiation in treatment tailored to the competencies and abilities of team members while avoiding extreme preferential behaviours. This balance is crucial for fostering cohesive and high-performing teams across diverse cultural and organizational contexts. The research contributes to a deeper understanding of team dynamics and leadership strategies, offering valuable insights for leaders striving to navigate the complexities of modern team management.

More information: Yang Sui et al, Understanding The Curvilinear Relationships between LMX Differentiation and Team Coordination and Performance, Personnel Psychology. DOI: 10.1111/peps.12115

Journal information: Personnel Psychology Provided by North Carolina State University

A new study indicates that the timing of a business’s inception might be a significant factor in why numerous enterprises don’t succeed

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According to U.S. Bureau of Labor and Statistics data, only a quarter of new enterprises survive beyond 15 years. This striking statistic has shown remarkable consistency over three decades, persisting through fluctuating economic conditions within and across various markets. To unravel this enduring puzzle, recent research published in the Strategic Entrepreneurship Journal proposes that the key to a business’s sustained success might lie significantly in the conditions present at its inception rather than solely in the shifts occurring within its operational markets.

D. Carrington Motley, a lecturer specialising in entrepreneurship at Carnegie Mellon University and a contributing study author, emphasises the pivotal role of internal processes in a venture’s adaptation to environmental changes. He asserts that the initial conditions during a business’s establishment profoundly influence these processes, which swiftly become ingrained and reflected in the enterprise’s operational philosophies.

The research, undertaken by Motley along with Charles E. Eesley of Stanford and Wesley Koo of INSEAD Asia, scrutinised the trajectory of over 1,000 ventures founded between 1960 and 2011 across 19 different sectors, from agriculture to energy and utilities. Utilising data from the Bureau of Economic Analysis, the study assessed the level of dynamism within each industry over time and specifically during the year each venture was established. Furthermore, insights into the founding teams’ composition, longevity, and eventual outcomes were gleaned from alum survey data.

Eesley highlighted that ventures initiated in volatile environments by teams with diverse functional expertise demonstrated a notably higher resilience during market shifts. However, this did not necessarily correlate with a higher chance of achieving successful exits through IPOs or acquisitions.

Companies formed under such dynamic conditions tend to adopt more deliberative and decentralised decision-making processes, fostering creativity and flexibility. Founding teams composed of members with varied functional backgrounds enhance these attributes, leading to a broader strategic perspective and a more thorough information-gathering process. While these risk-averse approaches and strategies aid in navigating through periods of change, the research also found that such companies were less likely to secure IPOs or acquisitions when their respective markets reached a state of stability.

Woo commented on the advantages of aggressiveness in stable, predictable environments, pointing out that the risks associated with unverified assumptions are diminished. This makes the continued reliance on risk-averse methodologies less beneficial and potentially hinders a venture’s responsiveness to new opportunities.

The study identifies slower decision-making as a crucial distinguishing feature for businesses founded in volatile settings by diverse teams. This hypothesis was tested by evaluating their performance in sectors where rapid product development is essential for maintaining a competitive edge and by assessing the speed at which these ventures secured angel or venture capital investment. Businesses originating in dynamic conditions with diverse teams showed less favourable outcomes in both scenarios.

The research underscores that businesses typically benefit from market changes only when these alterations resonate with their original founding environment. Despite suggesting that founding processes tend to become deeply entrenched, the study offers valuable insights for entrepreneurs aiming to navigate through turbulence and seize opportunities in calmer times. It encourages businesses to critically examine their founding framework and internal mechanisms, urging a continual reassessment to ensure alignment with their market environment.

More information: D. Carrington Motley et al, Born into chaos: How founding conditions shape whether ventures survive or thrive when experiencing environmental change, Strategic Entrepreneurship Journal. DOI: 10.1002/sej.1461

Journal information: Strategic Entrepreneurship Journal Provided by Strategic Management Society

Studies indicate a connection between bullying in the workplace and the belief in conspiracies

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Research has demonstrated a correlation between experiencing bullying at work and a propensity towards conspiracy theory formulation.

Led by the University of Nottingham and collaboratively undertaken with Paris Nanterre University, this new study posits that the psychological aftermath of bullying might foster beliefs in conspiracies due to overlapping psychological elements, such as paranoia. The findings are now accessible in the journal Social Psychology.

Conspiracy theories are interpretations of significant occurrences that suggest the involvement of covert operations by influential and malevolent entities – ranging from scientists and medical professionals to workplace supervisors. This investigation expands upon prior studies which indicated that personal experiences could heighten one’s inclination towards conspiracy theories. It delves into the hypothesis that negative encounters in the workplace may contribute to the emergence of such beliefs.

Dr. Daniel Jolley, an Assistant Professor in Social Psychology at the University of Nottingham, spearheaded the study. He remarked, “The repercussions of being bullied can profoundly affect the victim in many aspects, with the emergence of conspiracy beliefs being yet another adverse outcome. It is our belief that individuals who have been bullied might find conspiracy theories compelling because such experiences thwart the very psychological needs, like empowerment, which lead to the formation of conspiracy beliefs.”

The research comprised two separate studies. The initial study involved 273 participants who reported their experiences with various forms of harmful acts, illustrating a direct link between workplace bullying and an increased belief in conspiracy theories. Additionally, it was found that individuals subjected to bullying at work also reported higher levels of paranoia, which correlates with a stronger belief in conspiracy theories.

The second study engaged 206 individuals, asking them to envision scenarios of being bullied or positively supported in the workplace. Participants who visualized a hostile work environment also tended to believe in conspiracy theories.

Dr. Jolley further commented, “The COVID-19 pandemic was a prime example of how quickly conspiracy theories can spread and escalate, especially those surrounding vaccinations. Our findings underscore the significance of understanding the formation of conspiracy beliefs, as they can mobilize individuals in ways that are counterproductive to societal harmony. Recognizing the factors that influence these beliefs is crucial. Our recommendation is to focus on creating support mechanisms for victims, aiming to prevent the emergence of a link between experiencing bullying and adopting conspiracy theories.”

More information: Daniel Jolley et al, Bullying and Conspiracy Theories, Social Psychology. DOI: 10.1027/1864-9335/a000492

Journal information: Social Psychology Provided by University of Nottingham

Ineffective management is the primary risk factor for bullying in the workplace

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Workplace bullying impacts one in 10 employees, leading to substantial financial losses for employers worldwide due to increased rates of absenteeism, stress-related leave, and decreased productivity.

In response to this pervasive issue, a team of Australian researchers has created a scientifically validated tool designed to identify the root causes of workplace bullying. This tool highlights nine critical risk factors inherent within everyday organisational practices, thereby proactively shifting companies’ responsibility to tackle the issue.

The groundbreaking findings were detailed in a recent Journal of Occupational Health Psychology publication. The research was led by Professor Michelle Tuckey of the University of South Australia, alongside her colleagues from the Centre for Workplace Excellence, the University of Queensland, and Auburn University in the USA. Their method involved a thorough analysis of 342 genuine bullying complaints submitted to SafeWork SA, with 60% of these complaints originating from female employees. The sectors with the most complaints included health and community services, property and business services, and retail. This investigation into the complaints highlighted specific organisational practices that increase the risk of workplace bullying.

Professor Tuckey pointed out that management style significantly influences the prevalence of bullying in the workplace. The way work performance is managed, working hours and entitlements are coordinated, and workplace relationships are formed are crucial areas needing attention.

The research suggests that bullying is not merely a problem of individual behaviour but indicative of deeper structural issues within organisations. To address this, the research team developed a screening tool, which has been successfully tested in a hospital environment. This tool can predict bullying risks at both individual and team levels, thereby highlighting potential threats to employees’ psychological well-being.

Current approaches to tackling workplace bullying, such as the implementation of anti-bullying policies, awareness training, and complaint investigation procedures, often miss the mark by focusing solely on interpersonal behaviours, neglecting the structural dynamics of the workplace.

The consequences of workplace bullying are severe, affecting not just the mental health of employees but also the overall functionality of organisations. Symptoms can range from mental distress and post-traumatic stress disorder to emotional burnout, reduced job satisfaction, high turnover rates, diminished productivity, sleep disturbances, and even an increased risk of suicide.

Professor Tuckey emphasises that for bullying to be effectively prevented, organisations must actively identify and mitigate underlying risks, similar to other systematic risk management efforts. Through such proactive measures, an organisation can prosper and create a healthy, supportive workplace environment.

More information: Michelle Tuckey et al, Workplace Bullying as an Organizational Problem:
Spotlight on People Management Practices, Journal of Occupational Health Psychology. DOI: 10.1037/ocp0000335

Journal information: Journal of Occupational Health Psychology Provided by University of South Australia

Working under a bad boss can lead to a decline in your job performance

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When an employee experiences mistreatment from their boss, such as being shouted at, criticized, or having their work claimed by their superior, even if it happens just once, it can significantly affect their well-being and performance. Despite extensive research over many years into the effects of poor leadership, the specific ways bad management affects staff performance have remained a focal point of interest.

A groundbreaking study, first published on October 30th in the journal Group & Organization Management, spearheaded by researchers from the Stevens Institute of Technology and the University of Illinois Chicago, has introduced a new perspective on how abusive leadership influences employees’ cognitive processes, consequently diminishing their performance. This study also highlights why certain employees might be more susceptible to the detrimental effects of such leadership behaviours.

Howie Xu, a contributing author to the study and an assistant professor of management at Stevens, comments on the rarity of abusive supervision but notes its significant impact when it does occur. Employees become less inclined to show initiative or seek improvements in business operations. Xu and his colleagues were keen on exploring the cognitive reasons behind this phenomenon and determining how organizations can protect employees from the harmful consequences of poor management.

The research involved surveying employees and their supervisors from 42 companies in South Korea and a substantial number of students in the United States. It aimed to understand how abusive supervision affects employees’ willingness to take on additional responsibilities and seek improvements at work. Participants were assessed on their tendency to seek career progression and reward opportunities or adopt a more cautious approach, prioritizing job security and avoiding risks.

Contrary to their initial hypothesis, Xu and his team discovered that employees who focused on career advancement were significantly impacted by abusive leadership. At the same time, those who valued job security were still determined to take on additional responsibilities even after facing mistreatment from their bosses. This outcome was unexpected and highlighted that the negative messaging from abusive bosses was particularly resonant with employees motivated by career growth rather than those more concerned with job security.

This finding suggests that ambitious employees might perceive an abusive boss as a barrier to receiving promotions or bonuses. In contrast, concerns related to job termination are likely viewed as being outside the direct influence of such bosses, often requiring intervention from HR departments or higher management levels.

This insight is pivotal for organizations looking to counteract the adverse effects of poor leadership. It indicates the importance of empowering employees and affirming their value to the organization beyond merely assuring them of job security. Xu emphasizes that in instances of abusive behaviour, it is crucial for leaders not only to apologize but to reinforce the employees’ importance to the company actively.

An exciting aspect of this study is that it found the reaction to abusive supervision to be similar across both South Korean and American participants, suggesting that cultural differences had little influence on how employees respond to bad bosses. This uniformity in response could be attributed to the globalizing world, or it might indicate a universal trait that transcends cultural boundaries. The research also saw contributions from academics at Texas Tech University, Hunan University, and Seoul National University, pointing towards a shared understanding of leadership’s impact on employee behaviour across different cultures.

More information: Ui Young Sun et al, What Does Leaders’ Abuse Mean to Me? Psychological Empowerment as the Key Mechanism Explaining the Relationship Between Abusive Supervision and Taking Charge, Group & Organization Management. DOI: 10.1177/10596011231204387

Journal information: Group & Organization Management Provided by Stevens Institute of Technology