November
2007
08 November 2007
Probably not, says Cornell psychologist David Dunning. In this interview, he explains why employees and managers have blind spots and how to work around them. He also reveals ways to make critiques more effective and what to do when coworkers fail to accurately assess their competence.
08 November 2007
It matters a lot to employees if their opinions count. That's because people work much harder at something that is at least partly their own idea, according to the authors of 12: The Elements of Great Managing.
08 November 2007
Those shopping for consumer electronics say employees in the store are a key factor in determining where they’ll buy, according to recent results from a Gallup Panel.
08 November 2007
Executives cannot legislate a high-performing culture with just mission statements. Engagement must grow organically, one workgroup at a time, according to the authors of Human Sigma: Managing the Employee-Customer Encounter.
08 November 2007
Six Sigma transformed the manufacturing side of business, bringing excellence, quality, and conformity to finished goods. Now, Human Sigma, a new Gallup Press book, will bring the same excellence to the greatest challenge in business today -- managing people.
08 November 2007
Your company must do more than make promises to consumers. You need brand ambassadors who deliver on them, says William J. McEwen, author of Married to the Brand.
08 November 2007
Gallup’s chief economist discusses what the credit crunch will do, what the Fed should have done, and whether or not it will hurt the holidays. He also warns that inflation, high commodity prices, a weak dollar, and potential unemployment are on the horizon.
HumanSigma, like its namesake Six Sigma, is concerned with reducing variability and improving performance. But, although Six Sigma has focused on variability in processes, systems, and output quality, HumanSigma focuses instead on reducing variability and improving the human aspects of organizational performance to drive positive financial outcomes.
A paper presented at the 34th annual meeting of the Society for Neuroscience, San Diego, California
Gallup research shows that the earnings-per-share (EPS) growth rate of top-performing organizations is 2.6 times that of below-average organizations. This difference in EPS growth rate illustrates one of the principal benefits of building a critical mass of engaged employees.
