Psychology of the Workplace
One office day a month? A remote-work experiment finds surprisingly large gains
A randomized trial at a Turkish call center finds that bringing fully remote workers together just one day a month raised productivity by 7.8 percent, cut attrition by a third, and returned about five dollars for every dollar...
The wrong people are raising their hands for management jobs, a new study suggests
A large study finds that people eager to become managers often perform worse than those chosen at random, and that a specific decision-making skill predicts management success in both the lab and a real retail chain.
Feeling inauthentic at work may drive after-hours drinking, study finds
New experience-sampling research on service workers finds that faking emotions at work is linked to feelings of inauthenticity, which motivate deliberate drinking to cope, especially among those who believe alcohol relieves stress.
New study: A gorgeous office won’t make you more productive, but you’ll think it will
New research finds that people expect to be more productive in aesthetically appealing offices, but their actual performance on cognitive tasks doesn't back up the belief.
New research links return-to-office mandates to leader narcissism
Three studies suggest narcissistic bosses resist remote work more than others, driven by their desire for power and admiration that in-person offices supply more readily than video calls.
It’s not being a woman that hurts your promotion odds. It’s part-time work and caregiving
A study of 1,373 German employers found that gender itself barely affected promotion decisions. What dragged candidates down was working part-time and having caregiving duties, penalties that fall hardest on women.
When employees can’t be themselves at work, they turn on their employer
New research across six studies finds that employees who feel unable to be themselves at work develop cynical views of their employer's integrity, and act on those views in ways that can spread.
The overlooked reason customer collaboration pays off
A survey of 301 U.S. managers finds that value co-creation improves firm performance partly by making employees feel more respected — but heavy knowledge-sharing may weaken that effect.
Why inclusive sales teams may quietly boost the bottom line, especially for newcomers
New research on 274 B2B salespeople links diverse and inclusive workplaces to lower anxiety, better mental health, and stronger sales performance, with the benefits landing hardest on early-career salespeople.
What makes a B2B salesperson resilient? Six factors identified
A survey of 469 B2B salespeople finds that resilience is linked to a greater ability to juggle service and selling, with the effect strongest under pressure from demanding customers.