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August 2020

By Madison Hanscom, Ph.D. Autonomy is a beneficial job characteristic. Research has shown when you give employees more control over their work, it is related to a host of great outcomes like job satisfaction and higher performance (1). An advantage to remote work is the opportunity for individuals to enjoy more of the autonomy they desire — but are flex workers always getting this autonomy in reality? A team of researchers recruited 1135 participants to take place in a study that collects information on their work experiences during the COVID-19 pandemic over time (2). The data collection began in April of 2020

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By Brie DeLisi One of the main concerns we hear from our clients is that they want their employees to be accountable when it comes to safety – to follow the safety requirements, to own their mistakes, to speak up in unsafe situations, to look for opportunities for improvement, etc. Accountability and safety ownership is, after all, a sign of very mature safety cultures. In these cultures, there are typically fewer injuries and increased levels of productivity. What does it take to get your culture to drive accountability? Systems – The most important aspect to drive accountability is to ensure the systems are

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By Dale Lawrence While most leaders have adopted a plan of not bringing every employee back to the physical workplace, what is unclear is “how long?”, “how is this impacting my strategy?” and “what impact will this have on my business, partners and customers?”. Without a clear understanding of the long-term impacts of Coronavirus on society and specifically the economy, many leaders are unable to project far into the future business planning. Not only does this impact budgetary planning for capital and operating expenses, it changes how leaders look to growth, partnerships, supply chains, business improvements and customer experience initiatives. In fact,

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By Josh Williams, Ph.D. Peer-to-peer safety feedback is an integral way to improve safety culture and prevent serious injuries and fatalities (SIFs). Unfortunately, employees often fail to speak up when they observe coworkers’ risky behaviors even though they want to. Survey research shows that more than 90% of respondents believe employees Giving and receiving peer-to-peer safety feedback can be difficult. Employees may be reluctant to give safety feedback because they’ve never done it before, think it’s a supervisor’s (or safety person’s) job, question their own knowledge of the coworker’s job, lack confidence in their ability to provide good feedback, or because others may

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By Madison Hanscom, PhD When it comes to doing the job well, people need to know what is expected of them. Ambiguity can be a very stressful experience, and a great deal of individuals are in a working situation where they would like to know precisely what they should do to be considered a high performer. Unfortunately, for those working in remote positions, this is particularly difficult. A team of researchers recruited 1135 participants to take place in a study that collects information on their work experiences during the COVID-19 pandemic over time. The data collection began in April of 2020 and

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By Madison Hanscom, PhD Attitudes influence behavior. There are a host of reasons as to why justice perceptions should be of concern to companies. They influence the employee experience, the brand, the reputation of the company, and the customer experience. Justice perceptions are also related to important organizational outcomes like job satisfaction, organizational commitment, job performance, citizenship behavior, trust, turnover intentions, health and stress (1,2). This begs the question — Researchers were interested in this question. In order to examine these relationships, they collected data from over 300 mine and factory workers (e.g., textiles, food processing, breweries, timber and sawmill plants) (3). The researchers

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