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11Feb2016

Workplace Well-Being: a practical guide

  • By Ian Bradley
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The stats are grim: 70% of working Americans cited work as a significant source of stress (American Psychological Association, 2012a) 41% of employees reported that they typically feel tense or stressed during the workday (American Psychological Association, 2012b) The contributing factors are many but those most often cited include: Low salaries, lack of opportunities for
14Jul2014

Rating scales and behavioural anchors

  • By Ian Bradley
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Almost everyone involved with employee performance ratings is dissatisfied. That includes employees who are fixated on the actual numbers as well as the HR developers who spend perhaps too much time developing the behavioural descriptors of what is being measured. The academics pursuing validation studies are also dissatisfied since there tends to be little variance
11Dec2013

Employee Turnover

  • By Ian Bradley
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People often stay in jobs violating two classic predictors of longevity – job satisfaction and perceived organizational support.  These people don’t like their work nor do they feel that their organizational necessarily cares about their contribution or welfare, yet they stay.  This recent study of the intentional of retail pharmacists to leave their job might explain
05Nov2013

Problem with Performance Ratings

  • By Ian Bradley
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November 2013 The Problem with Performance Ratings The Industrial Organizational Psychologist Vol 51 Issue 2 October 2013 http://www.siop.org/tip/default.aspx There are two interesting articles related to Performance Management. The first by Alan Colquitt, Reflections on the State of I-O Research and Practice: Lessons learned from Performance Management, makes the point that those ratings linked to bonuses
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