In the battle to secure and retain the best talent, forward-thinking organisations are always looking to increase their understanding of employee engagement - a concept which can be hard to pin down.
When it comes to employee engagement, no news is not necessarily good news. The results of a recent study reached the (perhaps unsurprising) conclusion that employees feel less engaged if they believe that important information about the business is being withheld from them. However, the study also found that this conclusion applies regardless of whether the news is good or bad.
In a recent article for the magazine of Lancaster University Management School, Fifty Four Degrees, Professor Sir Cary Cooper examines what ‘wacky’ job titles mean for employers and employees.
A newly-published University of Kansas study helps to explain why middle managers can persuade their employees to deceive upper management. Although many of the employees who were part of the study raised ethical concerns, most of them went along with the scheme, even if only to avoid disciplinary action.
Employees in more than 1 in 3 UK workplaces are enduring annoying or unnecessary rules, with almost a quarter of employees (22.5%) consequently feeling that their employer does not trust them.
A recent study by polling company ComRes, commissioned by BBC 5Live, found that four in five (79%) British workers have a positive view of their job and are proud of their work.
According to a survey of 102 UK employers by job search specialists Totaljobs, 28% revealed that they struggle to keep employees engaged.
A new report from Bahraini Labour Fund and MSB client Tamkeen has demonstrated the organisation’s success at supporting local students, jobseekers, entrepreneurs and businesses in the first six months of 2017.
The Institute of Customer Service has released the latest UK Customer Satisfaction Index figures and analysis. The report comes as Britain begins negotiations to leave the European Union.
A recent study conducted by Jack Zenger, author of Speed: How Leaders Accelerate Successful Execution, highlights six skills that focus on improving leaders’ people skills and organisational results. These ‘behavioural bridges’ have been created following analysis of 360 degree assessment data from 60,000 leaders.