September
2004
When managers intimidate and antagonize employees, the organization suffers. In fact, Gallup's research with millions of employees and tens of thousands of managers reveals this simple truth: People perform better for managers who care about them.
09 September 2004
Corporate managers routinely subject employees to performance reviews that emphasize people's "areas for improvement," not their talents. The problem with this approach is that by focusing on weaknesses, organizations fail to capitalize on their employees' strengths. It's time to view your people differently.
09 September 2004
Dr. Philip Stone, a psychology professor at Harvard, has spent the past 40 years studying the mentality of employees, from cube dwellers to business leaders. In this Q&A, he discusses what he’s learned about the optimal work environment, whether employees need to meet in person, and how a phone conversation may be a good lie detector.
09 September 2004
What role do emotions play in consumer decisions? And what impact do those emotions have on hard-number business outcomes? Gallup scientists have been wrestling with these questions, and this article reveals six key findings.
09 September 2004
Disengaged and poorly managed workers could be chasing business out the door, write the authors of How Full Is Your Bucket? Positive Strategies for Work and Life. What's more, workgroups drained by excessive negativity also have higher turnover, more accidents on the job, and lower customer satisfaction, innovation, and quality scores.
