Recruiters think they can tell your personality from your resume. They can't. There's a problem with assuming the most intelligent candidates make the best employees. Workplace research through the 20th Century suggested that selecting for intelligence is the best way to identify good performers.
General mental ability (GMA), a popular recruitment measure that maps closely to the colloquial meaning of "intelligence", is strongly correlated with on-the job performance, well ahead of any other single measure. This consistent finding came from studies that mostly defined job performance as carrying out the duties expected in that role.
Although intuitive, this neglects two types of "extra-role" behaviours identified and studied in more recent years: citizenship behaviours, such as volunteering time or treating colleagues with courtesy; and counter-productive work behaviours, such as spreading rumours, shirking, or theft. BPS Research Digest: The supposed benefits of open-plan offices do not outweigh the costs. Questions raised over NHS pay-for-performance schemes. 19 August 2014 The effectiveness of the widespread use of pay-for-performance schemes in NHS hospitals has been thrown into doubt by new research revealing reductions in patient death rates are just a short-term effect.
Researchers followed up an initial study of 24 hospitals in the north west that found it had reduced the number of deaths by 890 in the first 18 months of a pay-for-performance scheme being introduced. But two years later the scheme’s impact on improving figures for in-hospital deaths within 30 days of admission had disappeared. The ‘Advancing Quality’ scheme used in the north west sees cash bonuses paid to the top-performing hospitals to invest in further improvements in care, though midway through the programme this was changed to fines for failing to reach targets. The Manager in Red Sneakers. Want to gain more respect at the office?
Consider wearing red sneakers to work. OK, so maybe it's not quite that cut-and-dried. But recent research does find that people who wear offbeat clothes in a professional setting are often perceived as having a higher status and possessing more competence than those who dress conventionally. “You’re saying, ‘I'm so autonomous and successful that I can afford to dress in a nonconforming way’” Think Facebook CEO Mark Zuckerberg in his hoodie, or the late Apple CEO Steve Jobs in black turtleneck and jeans. Venture Investors Prefer Funding Handsome Men. If you're in search of startup funding, it pays to be a good-looking guy.
A series of three studies reveals that investors prefer pitches from male entrepreneurs over those from female entrepreneurs, even when the content of the pitches is identical. Attractive men are the most persuasive pitchers of all, the studies show. The findings are detailed in the paper Investors Prefer Entrepreneurial Ventures Pitched by Attractive Men, published in the March 2014 Proceedings of the National Academy of Sciences. Why Women Don't Ask For More Money : Planet Money. Hide captionMen are more likely to get venture capitalist support than women, and a new study found that attractive males get even more points — from both genders. iStockphoto Men are more likely to get venture capitalist support than women, and a new study found that attractive males get even more points — from both genders.
When Emily Amanatullah was a graduate student studying management, she couldn't help noticing that a lot of the classic advice in the field was aimed more at men than women. Negotiation tactics in particular seemed tougher for women to master. "You realize they're pretty at odds with how women comport themselves and how they're expected to comport themselves," she says.
She started to talk to other women and to examine her own behavior. So Amanatullah, now an assistant professor of management at the University of Texas, devised an experiment. When the women negotiated for themselves, they asked for an average of $7,000 less than the men. Teen to government: Change your typeface, save millions. An e.
James Surowiecki: The Costs of Working Too Much. For decades, junior bankers and Wall Street firms had an unspoken pact: in exchange for reasonably high-paying jobs and a shot at obscene wealth, young analysts agreed to work fifteen hours a day, and forgo anything resembling a normal life.
But things may be changing. Last October, Goldman Sachs told its junior investment-banking analysts not to work on Saturdays, and it has said that all analysts, on average, should be working no more than seventy to seventy-five hours a week. A couple of weeks ago, Bank of America Merrill Lynch said that analysts are expected to have four weekend days off a month. And, last week, Credit Suisse told its analysts that they should not be in the office on Saturdays. When 3+1 is more than 4. In a famous scene from the film “Jerry Maguire,” NFL wide receiver Rod Tidwell repeatedly screams, “Show me the money!”
As his agent listens on the other end of the telephone. Intuition might tell us that showing the money motivates, and that increasing an employee’s salary should correspondingly boost his or her motivation. It does — under certain conditions. Minds for Business. Psychological Science at Work The indispensable research blog on the science of the modern workplace, covering everything from leadership and management to the behavioral, social, and cognitive dynamics behind performance and achievement.
Creative Hobbies Linked With Job Performance. Who Goes to Work to Have Fun?