- Research Highlight
- Read Time: 5 min
To gain insights into the labor market, consider how basketball coaches move from one job to another.
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Over the years, researchers have proven that when it comes to retaining employees, money does not buy happiness. Most human resources professionals know that while workers welcome pay raises, the boost in satisfaction that comes with extra money typically does not last, nor do raises alone keep employees loyal.
Most mergers fail because the newly constructed management team has been put in no position to actually lead. Can the pitfalls faced by merged teams be avoided, and the opportunities seized? Here are six guidelines for setting up new management to succeed.
As research on the National Football League reveals, sometimes the specific nature of a job determines whether a great performer at one company can replicate that performance at another.
Obesity in the United States has reached crisis proportions. Is this yet another societal problem to be loaded onto the shoulders of business leaders? For several reasons, the answer is yes — and some companies are already showing what can be done to turn the tide.
The practice of coaching as a tool for work force and leadership development has gained popularity in recent years. In theory, coaching asks supervisors to spend more time giving constructive, individualized feedback on performance to subordinates, rather than barking orders and sending their troops to boot-camp training programs.
By sharing insights and perspectives with a group of noncompeting peers from other regions, managers can stay abreast of industry trends and combat complacency.
Many companies have struggled to design IT systems, databases and content repositories that provide their employees with easily accessible and relevant information. The authors urge organizations to emulate the strategies of Google, eBay and Amazon.com, whose core competence is based upon making it easy for customers to find what they want — quickly, accurately and usefully.
Repricing underwater stock options won't help you hold onto top executives, but it can reduce turnover among lower-level employees. So report Mary Ellen Carter and Luann J. Lynch, who have spent five years studying the controversial practice.
Many corporate programs to develop next-generation leaders fall victim to three pathologies that render the investments of time and money worthless. But there are ways of fighting these diseases.
Although most large corporations routinely collect data on employee turnover, benefits expenditures, training costs and so on, they rarely make that information public. But that could be a mistake, claim Fabienne Autier, associate professor of human resources management, and Rodolphe Durand, associate professor of strategy, both with E.M.
Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.
In times of adversity, many organizations miss the opportunity to rethink their business model to optimize their positioning for the recovery ahead. Recessionary economies may not require re-engineering or moving noncore competencies outside the organization for greater efficiency. Oxman suggests four critical ways to prepare for economic recovery.
When Mattel's directors went shopping for a new CEO, they found their man in processed cheese. When IBM's board needed to replace John Akers, it picked an executive who had worked in financial services and cigarettes.
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