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The latest career research insights to grow your career
A single overperformer in a vital position can play a more important role in driving team processes and outcomes than the other team members combined, according to a recent study from Singapore. This research points to the importance of the strategically correct placement of specific employees and their influence on overall team outcomes.
Giving high importance to multiple life roles (e.g., work, family, leisure) is generally related to better work-life balance. But not always! This applies most strongly for individuals who perceive themselves as highly employable, according to research by American organizational psychologists. They explain their finding arguing that if you are highly employable, you can use this resource to negotiate a better work-life balance with your employer. So, train your skills... and then use your employability to increase your well-being!
Journal of Organizational Behavior
Older workers are judged more positively by managers of similar age, according to a recent study from Italy. The age of an HR manager influences his/her attitudes towards older and younger workers. In the beforementioned study, HR managers judged workers close to their own age more favorably than other employees.
The increase in communication technologies makes it easier to schedule work more flexibly – but also makes a separation of work and nonwork more difficult. Receiving an email from one's boss after working hours can trigger anger that leads to work-nonwork conflict, according to a US study. Anger reactions were particularly pronounced when the email had a negative affective tone and required a lot of time to read and complete the requested task. On the other hand, emails with a positive tone increased happiness after work hours. Supervisors should thus be careful how they frame emails sent after work hours and use off-hours communication as a way to express praise and appreciation rather than raising challenging demands.
Community embeddedness enhances the feeling of also being more integrated in one's organization, according to a US study. This higher organizational embeddedness then leads to higher work motivation and identification with one's organization, as the study further shows. This suggests that being connected into a community outside of work can positively influence outcomes at work. The study is further evidence that work and nonwork areas of life are closely related and can be mutually beneficial.
Positive career shocks such as a quick raise or promotion in early career stages reduce the participation in further graduate education, according to a study with alumni of two universities in the U.S. High career satisfaction, especially for employees with high extrinsic career goals, was also detrimental for the decision to take up further occupational education. In contrast, employees with high intrinsic career goals and who were engaged in career planning applied more often to a graduate education program. Organizations should thus be aware of potential long-term human capital loss in case of highly extrinsically motivated employees who receive too much rewards immediately after job entry. Providing secure and upward-oriented career paths also in case of education drop-out could resolve this problem.
Older employees who feel younger than their actual age have higher organizational performance outcomes, according to a study from Germany. The researchers conclude that subjective age - a psychological factor that can be influenced - plays a bigger part for a successful career than actual chronological age.
Young employees that describe themselves as hopeful are more motivated and perform better at work, according to a study among Swiss apprentices. The study suggests that hope can increase work motivation and motivation in turn to increases supervisor-rated performance. Being hopeful for your future can thus be an important psychological asset in the early career.
Besides job search behaviors, career planning after graduation leads to an increase in fit with one's future job and organization. This in turn increases job satisfaction, according to a study with Canadian graduates. Graduates with a plan for their career are thus more likely to find a job and organization that fits them.
There exist several factors that affect the number of received promotions. However, the largest impact is due to hours worked, social capital, career sponsorship, training opportunities, extraversion, and proactivity, according to a meta-analysis about predictors of career success. To receive a promotion you should therefore be engaged and motivated for your work, build up powerful networks of supporters, develop your skills, and be outgoing, anticipatory, and self-initiated.
