Performance Management

We need to move on to a new way of measuring — and accelerating — employee performance.

MIT SMR’s summer 2022 issue addresses the challenges of C-suite turnover, end users’ AI anxiety, and employee motivation.

Research shows that companies can improve employees’ workplace experiences through the optimal use of sound.

Watch this webinar to learn about using data insights to empower employees and enhance productivity.

Increasing productivity today requires creating cultures based on empowerment, wellness, and trust.

Learn to achieve healthy productivity while boosting employee engagement, empowerment, and wellness.

New research examines the challenges of leading and coordinating workforces that increasingly rely on external contributors.

An experiment shows that target-independent pay can improve sales force performance, retention, and engagement.

The spring 2022 issue of MIT SMR focuses on how companies use KPIs to measure performance. Plus: What happy, rude, or activist employees bring to the table; strategic thinking for uncertain times.

Employee well-being and happiness are surprisingly powerful predictors of performance.

Businesses can boost retention when they help employees align their work to their sense of purpose.

Many businesses are unaware that they’ve been creating an exodus from the office by limiting individual workspaces.

Learn how workplace analytics can be leveraged to build trust and increase employee empowerment.

The visibility arising from digital employee monitoring requires purpose, policies, and management.

Leaders can create a healthier work environment for employees by addressing the root causes of stress.

In this webinar, speakers discuss the benefits and pitfalls of monitoring in-person and remote workers.

Evaluators can be nudged to make less biased decisions in hiring and other contexts.

Four steps to help leaders transition into a substantial new role without a change in title or authority.

Connecting through collaboration and conflict, preventing leader derailment, and assessing the impact of leaders’ unethical requests.

When leaders ask employees to cross ethical lines, they risk reducing workers’ long-term performance.