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The literature on feedback was reviewed with respect to its effectiveness. The argument was made that the effectiveness is determined by the recipient´s feedback orientation (openness to feedback). The factors were explored by answering three questions derived from the hypothesized feedback orientation theory from Trost (2020). The research indicated two factors that contribute to employee feedback orientation. The first factor is the feedback source who should have a coach leadership style. The second factor is the feedback environment which should have the element of learning and coaching.
The objective of this thesis is to determine whether or which of the two types of praise effort-based or ability-based – has more positive psychological effects on humans.
Therefore, various study results on these two types of praise will be summarized and compared. This comparison shows that in the short-term, ability-based praise can have a more positive effect on the performance of a person, but in the long-term, effort-based praise has a much better effect. In order to explain this effect, the following two theoretical approaches are examined in more detail: theory of fixed and growth mindset and the effort-ability-relation. Although theory and study results suggest that effort-based praise is the better option, there are some reasons why using only effort-based praise can be harmful. To overcome these harmful effects, it is important to use praise responsibly and accordingly as well as to be aware of its powerful influence.
Vision statements are one powerful tool in visionary leadership that have to be communicated regularly in order to create purpose for employees. In the past decades, it was underestimated to achieve a greater understanding for a collective sense of purpose that is equally understood by many employees to increase organizational performance and especially coordination of work. To examine the role of values and mental imagery within vision statements, the concepts are more closely elaborated to develop more certainty in creating the right vision. Additionally, an archival study from the medical sector is portrayed which included vision statements and other performance relevant data of 151 hospitals in the US. The researchers found evidence for a strong interaction and imagery effect when four or fewer values were used within vision statements. The interaction resulted in a higher performance and work coordination of the organization and therefore functions as evidence for a shared sense of purpose. Besides, many leaders rather provide conceptual visions and communicate several values that distort the effect of vision imagery and decrease a collective sense of purpose.
Since the introduction of the concept of Emotional intelligence (EI), there has been affective turbulence in the past decades in the scientific community. The interest in the concept has been growing since the popularization of it in 1995 by Goleman (Goleman, 1995). It has been claimed to be a new way to success, as it was being linked to performance, job satisfaction, many other work-related constructs (Wong & Law, 2002; Bozionelos & Singh 2017; Miao et al., 2018; Prentice, 2016) and even health-related benefits (Goleman, 2020).
On the other side, the concept of Social Intelligence (SI), which was first introduced and used by Thorndike in 1920, has been around in the scientific community for quite some time as well. It is known for reducing conflict, creating collaborations and mobilizing people towards a common goal (Albrecht, 2005).
There has been a perplexing use of them in the field of research. Therefore, the purpose of this thesis is to examine conceptual issues as the similarities and differences between the two constructs and drawing a clear line between the two. A theoretical review has been conducted for independently understanding each concept. Different conceptual models have been analyzed for differences and similarities, in terms of definition, use, skill, problem-solving area, depth of the construct and aim of reasoning. The conceptual analysis shows there are some distinct differences. In addition to that, the results indicate that both concepts are multidimensional, overlapping and interdependent.
Successful employee retention remains one of the most critical issues in human resource management. Various retention strategies have been proposed, examined, and empirically tested for centuries to retain valued employees. This research proposes a psychological explanation on the effectiveness of so-called pay-to-quit incentives and hypothesizes that such anti-incentives might be more beneficial than traditional incentives with regards to employee retention. Cognitive Dissonance Theory, Prospect Theory, and Social Identity Theory help to illustrate the underlying psychological mechanisms of pay-to-quit incentives and their impact on choice, attitudes, cognitions, and behavior.
This study examines the current human capital management software market with integrated people analytics module and their targeted type of human resource management. The study is guided by the research question: Does the current human capital management software with people analytics module market target their data usage towards hierarchical or agile type of human resource management? To answer the research question a content analysis of 12 websites of human capital management software providers with integrated people analytics module was conducted. The findings were evaluated based on a scale of 4 prototype approach.
The study revealed that the majority of human capital software providers aim their data usage towards hierarchical organizations. A large part of the examined companies run a mixed approach and try to aim their software towards both hierarchical and agile organizations with different tendencies. The findings of this study align with the literature and suggest to organizations seeking to implement a human capital management suite to choose the software that supports their human resource type and strategy the best.
The well-substantiated “cheerleader effect” proposes that individuals in groups are perceived to be more attractive compared to when they are presented in isolation. With the aim of finding out whether this effect is applicable to additional dimensions of social perception, we investigated attractiveness, salary, vanity and intelligence judgements in two methodologically distinct experiments. We could not detect differences in ratings between the isolated and group presentations of individuals in a between-subjects design but found evidence supporting the existence of the cheerleader and the “banker effect” in the within-subjects design. Besides an increase in attractiveness, replicating the cheerleader effect, individuals were as well perceived to be earning higher salaries when surrounded by others, thus establishing the banker effect and further emphasising the actual impact of group context on trait judgements. The supplementary finding that both effects do not occur simultaneously within the same person creates new pathways for identifying their underlying causes and deriving possible explanations.