job satisfaction Archives | The Oxford Review - OR Briefings

Tag Archives for " job satisfaction "

The relationship between emotional intelligence, emotional labour, organisational support and job satisfaction

Research Briefing

Keywords: emotional intelligence, emotion, emotion regulation, emotional labour, organisational support, perceived organisational support, job satisfaction Many organisations these days require employees to engage in emotional labour, which is the requirement for individuals to display certain emotional facets, such as happiness or enjoyment, and not to display other emotions that the individual may be feeling. Whilst […]

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The Oxford Review Volume 1 Number 2 (February 2016)

The Oxford Review Volume 1 Number 2

Research Briefings in this edition of the Oxford Review: Editorial Why Nokia lost the smartphone war and what your organisation urgently needs to know before it’s too late Keywords: Organisations culture, Disruptive innovation, Innovation, Organisational ambidexterity In the world of technology business, there is a lot of Darwinist evolution taking place where even the largest businesses […]

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The Oxford Review Vol 3 Number 4

The Oxford Review Vol 3 Number 4

In this month’s Oxford Review: How person-organisation fit impacts turnover intentions The effect of educational video on student engagement, critical thinking and learning The dynamics of victimisation Performance management in lean organisations – what actually works? Is CBT a clinically effective intervention in work settings? A new clinical study How to develop longer-lasting and higher […]

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Job crafting: How to get people engaged with it – new study

How to get people engaged with job crafting

Job crafting has been found to be a productive employee activity, but there are problems with getting people engaged with it. New research looks at how to get employees engaged with job crafting. The idea of job crafting The three facets of job crafting A new study Findings   The idea of job crafting One […]

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The Oxford Review Volume 4 No 1

The Oxford Review Vol 4 No 1

This month we have research that answers a series of key questions: Whether Long-Term Incentive Plans actually work as executive packages for improving organisational performance. Is executive coaching morally justifiable? Can playing online games can be used to develop leadership skills? How do external stakeholders end up influencing major project even when they haven’t got […]

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The gamification of work and the impact it has

Research Briefing

Keywords: Gamification, Work design, Job design, motivation, Job satisfaction, Job performance, job characteristics model Gamification is the process of using game design elements, whether video-based or not, in non-gaming contexts. Within the work context, gamification refers to the practice of turning tasks and work into some form of game. These days gamification largely refers to […]

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Performance appraisals and job satisfaction

Research Briefing

Keywords: Performance Appraisal, Job Satisfaction, Income Satisfaction, Big Five, Locus of Control Performance appraisals are at the same time both one of the most important tools of human resources management and practices and one of the most maligned. A new study has at the connections between performance appraisals and job and income satisfaction. This was […]

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What is it that organisations have to do in order to get people engaged with job crafting?

Research Briefing

Keywords: job crafting, performance, job satisfaction, person-job fit, P-J fit, cognitive crafting, relational crafting, task crafting One of the more recent ideas in organisational development is that of job crafting. The concept of job crafting really started in the organisational literature in 2001 and has caught on rapidly. Job crafting refers to the ability of employees […]

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Passive leadership and the impact it has on both employees and the organisation

Research Briefing

Keywords: passive leadership, trust, organisational justice, job satisfaction, job performance, organisational citizenship behaviours, job commitment, organisational commitment, laissez-faire leadership, management-by-exception, trust privacy model, affect-based trust Whilst much of the current research literature focuses on transformational and servant leadership, there is a growing interest on the impact effects of passive leadership. This interest appears to stem […]

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