- How Any Business Can create A Culture of Belonging in the Workplace: Deborah Sweeney
- According to research by Coqual, a nonprofit think tank, as sense of belonging at work is rooted in four elements: 1) being seen for your unique contributions; 2) connected to your coworkers; 3) supported in your daily work and career development; and 4) proud of your organization’s values and purpose.
The Power of Belonging: What It Is and Why It Matters in Today’s Workplace: Coqual
- At a time when COVID, economic fallout, and social uprising have magnified inequalities in American society, this research calls upon leaders to support and empower their employees by creating workplace cultures where employees are seen, connected, supported, and proud. A strong culture of belonging is a win-win for employer and employee. This report guides the way.
Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.: James Harter, Frank Schmidt, Theodore Hayes
- Based on 7,939 business units in 36 companies, this study used meta-analysis to examine the relationship at the business-unit level between employee satisfaction-engagement and the business-unit outcomes of customer satisfaction, productivity, profit, employee turnover, and accidents. Generalizable relationships large enough to have substantial practical value were found between unit-level employee satisfaction-engagement and these business-unit outcomes. One implication is that changes in management practices that increase employee satisfaction may increase business-unit outcomes, including profit.
Interactive Effects of Personality and Perceptions of the Work Situation on Workplace Deviance: Amy Colbert, James Harter, Michael Mount, L.A. Witt, Murray Barrick
- In this study, the authors focused on the joint relationship of personality and perceptions of the work situation with deviant behavior. Using 4 samples of employees and multiple operationalizations of the core constructs, the authors found support for the hypothesis that positive perceptions of the work situation are negatively related to workplace deviance. In addition, consistent with hypotheses, the personality traits of conscientiousness, emotional stability, and agreeableness moderated this relationship. Specifically, the relationship between perceptions of the developmental environment and organizational deviance was stronger for employees low in conscientiousness or emotional stability, and the relationship between perceived organizational support and interpersonal deviance was stronger for employees low in agreeableness