Surprising and insightful management research to inform and show a better way
Better talent management. Surprising employee motivations. And what your job might be like after the fourth industrial revolution. This is a collection of surprising, insightful, noteworthy and important new management research findings, topics and studies to take note of. To help you and your company become better and grow.
Note: We’re constantly updating this page with new entries. And if you see anything you feel should be included here, or want a deeper understanding of a topic, let us know at firstname.lastname@example.org.
11 REMARKABLE INSIGHTS FROM MANAGEMENT RESEARCH
FOCUSING ON WELLNESS HELPS YOU FIND AND KEEP TALENT BETTER
Extreme pressure. A skills shortage. And learning to actually care and support each other. Believe it or not, this new study shows with hard evidence that companies that implement wellness initiatives become better at identifying, recruiting, managing and retaining key talent (people). See why and discover how to start implementing it in your company today: Learn why effective talent management needs a wellness focus.
HERE’S HOW TO DEVELOP MORE RESILIENT WOMEN INTO LEADERS
“Positive affect”. Affectivity. And mindfulness. A new University of Pretoria study shows the link between these 2 psychological resources and empowering female leadership. Plus: 4 ideas for bringing more of this incredible empowerment into your business with our look at creating more resilient women leaders.
HOW HUMAN RESOURCES WILL CHANGE DURING THE 4TH INDUSTRIAL REVOLUTION
Embracing technology. Rapid change adoption. And enhanced talent management. Welcome to Industry 4.0: This new scientific study outlines the 4 new key roles of HR in the future. See how to ensure you’re part of tomorrow’s learning, development, people management and HR in the Fourth Revolution.
THE TOP 3 THINGS THAT BOOST LOW-INCOME WORKERS JOB SATISFACTION
Positive feedback. Fair appraisal. And giving recognition. These are just some of the findings by a new study on what makes employees happier and more productive. (Hint: Money has surprisingly little to do with it!) Discover 4 strategies for implementing them in your business with our look at what boosts job satisfaction in low-income workers.
TURNS OUT REMOTE-WORK EMPLOYEES ARE WAY MORE ENGAGED AT WORK
Higher talent retention. Better performance. And more productivity. That’s just some of the benefits companies saw when they let employees work remotely recently. And it’s interesting because there are some companies that really battled with flexi work during the Covid-19 lockdowns.
According to this new study that’s because there are some key moves you need to make to ensure your flexi work boosts employee engagement.
THE KEY TO DEVELOPING STRONG TEAMS: RESILIENCE
Why some people succeed where others fail. The power to change behaviour. And teams that rally behind you in a crisis. As most of us had learned during the Covid-19 crisis, resilience (a person’s ability to take a knock and get up and try again) is super important not only at the overall business level but at the individual employee level too. And it’s the business’ responsibility to help develop resilience in your people – according to resilience theory.
WHAT REALLY MOTIVATES EMPLOYEES
When the money stops working. Four new ways of thinking. And making the world a better place. There’s a lot of research that shows money is not a great motivator of work performance. In fact, most studies show that more money has a negative impact. And that’s because it only works when the individual is embattled with the very basic tenets at the bottom of Maslow’s pyramid of needs – i.e. survival.
Once you reach the point where you have enough money to survive, more money doesn’t necessarily make you work harder more consistently. It often does the opposite. Research shows people get more motivated when you give them autonomy, a purpose and make them feel valued according to the science of employee motivation.
NEUROSCIENCE: HOW SIMPLE BRAIN PROCESSES CAUSE COMPLEX BEHAVIOURS
Our team conducted some 13 years’ worth of research from the fields of neuroscience, psychology and human behaviour – which normally comes from overseas – and built numerous models and cases studies on actual observed behaviour in South Africa. From basic neurons to neural pathways, the reticular activating system (RAS) and your subconscious and core beliefs – this is how your brain works at work.
PEOPLE ARE HARDWIRED TO DISOBEY WHAT THEY DON’T BELIEVE/UNDERSTAND ETC.
This post contains a nice experiment you can do with a co-worker right now. Basically, the science shows that brains, just like our bodies, develop at their core from a natural urge to resist applied forces. And it impacts our psychology too – do the experiment, you’ll see – and you can actually observe it in our behaviour. Discover the natural human inclination to mental pushback.
ONLY 2 OUT OF 10 EMPLOYEES ARE ACTUALLY FULLY ENGAGED AT WORK
That’s worldwide, according to recent research by ADP Research Institute. And it’s scary because it means that 84% (that’s 8 out of every 10 people) in the office is just “coming to work” and it’s costing all of us dearly. See why only 16% of employees are engaged.
9 OUT OF 10 NEW HIRES ARE WILLING TO QUIT IN THE FIRST MONTH
Research by specialist recruiter Robert Half shows that 91% of new employees are willing to quit a new job in the first month if it wasn’t what they expected or they don’t like the company culture. 93% say they are willing to leave within the first three months for the same reason. It’s important to know why new employees quit.
WHAT IS MANAGEMENT RESEARCH?
Strictly speaking, management research is gathering and analysing data and information on topics that involves people and organisations. In that sense, it’s like any kind fo research really. The only caveat is that no one really agrees on what management is – or what discipline it belongs to. Is it applied sociology? Economics? Or more akin to psychology? And that’s what makes it so interesting – it seems to be a little of everything.
WHY IS IT IMPORTANT?
In essence, management research is meant to give managers and operators new, accurate and science-based information to help them manage organisations better. But it’s worth noting that the idea of “better” has changed somewhat over the years.
The idea of businesses as we know them today started taking shape in the factories of the industrial revolution hundreds of years ago. And, while research was mainly focused on relevance to managers and company policies as recently as the 1960s, there’s been dramatic shifts in technology and the nature of business since then.
Disruption. Meteoric change in technologies. And a more human-centric focus means that management today has evolved more into “change management”. And that’s perhaps what management research is best at informing.
TIME TO APPLY SOME REAL NEUROSCIENCE AND PSYCHOLOGY TO YOUR BUSINESS?
And, if you want to know how to really energise your people to get exponential and sustainable business growth, talk to us
PLUS: CONNECT WITH OTHER HRs ON YOUR JOURNEY
If you haven’t done so already, have a look at our new LinkedIn Group on building productive teams. We’ve just started it to create a platform for managers and HR to be able to share ideas and help and guide each other on the journey through the Fourth Revolution. You’re welcome to join it here.
PS: What’s your strategy for inspiring more resilient women leaders? Let us know.
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