The central finding of an Olin Business School study published May 15 in the Journal of Consumer Research was that people faced with scheduled appointments in an upcoming hour or more: (a) perceive they have less time than in reality; (b) perform fewer tasks as a result; and (c) are less likely to attempt extended-time tasks that can be feasibly accomplished or more lucrative.
It’s possible the Keebler Elves aren’t as happy at work as they seem. Or SpongeBob SquarePants’ dour fast-food colleague Squidward might be a little cheerier than he lets on. New research from Olin Business School shows that people working in customer-facing companies, such as retailers (or cartoon burger joints), tend to be happier at work, while workers for companies further removed — manufacturing, for example (or treehouse cookie factories) — tend to be less happy.
Women tend to outperform men when it comes to collaboration and creativity in small working groups, but force teams to go head to head in highly competitive environments and the benefits of a female approach are soon reversed, suggests new research from Washington University in St. Louis.
Litigation and legislative reforms have achieved formal rights to equal treatment for women in employment. But women continue to perform disproportionate amounts of caregiving in the home, to suffer economic penalties for childbearing and to face discrimination on account of motherhood in the workplace. “The disconnect between formal equality and the deepening work-family conflict is no accident,” says Deborah Dinner, JD, legal historian and associate professor of law at Washington University in St. Louis.
The television show “The Office” portrays more truth than fiction. But the consequences of bad management can be more serious than the awkward moments portrayed on the program. Employees get cynical when they endure multiple changes in company strategy and when they are overworked, according to experts at Washington University’s Olin School of Business. As a result, people produce work, but they don’t care how they produce it. The drive to get things done in today’s business environment is so strong that workers start thinking only of short-term gains and ignoring long-term consequences. More…
Washington University School of Medicine in St. Louis is a long-time leader in medical research and clinical practice. The school employs a number of experts in many areas of expertise, including health care policy issues. Under the direction of former dean William Peck, the university has established the Center for Health Policy to: Identify key […]
McLean ParksNear one end of the spectrum are the Arthur Andersen employees who, out of loyalty to their employer and at great personal risk, destroyed files to cover up corporate scandal. At the other end is the disgruntled worker at another company who surreptitiously spread poison-ivy sap on executive-washroom toilet seats. “A clear signal to management,” says Judi McLean Parks, Ph.D., professor of organizational behavior at Washington University in St. Louis, “that something is wrong.” McLean Parks’ research at the Olin School of Business finds that both forms of organizational behavior grow from the same seed of organizational identity.