Connect with us

BizNews

Study explores how to reduce bad behavior at work

“Organizations should create opportunities to reflect on the complexities of moral decision making, the mechanisms often at play in the justification of wrongdoing and the capabilities needed to master moral challenges.”

Published

on

People who can self-reflect and regulate their moral behavior are more likely to bounce back after a failure rather than deviate from their ‘moral compass’ and misbehave, according to new research. 

It is well known that people do not always act in accordance with their own standards regards what is right and wrong. Moral disengagement is a psychological concept that helps explain how people may routinize misbehavior, rule-breaking and wrongdoing without feeling guilty or seeing the need to make amends. 

Moral disengagement can become a powerful, progressive and transformative process through which self-sanctions are gradually diminished until misbehavior is normalized and can be routinely performed with little concern for the consequences. 

Published in the journal Group & Organization Management, this new study led by the University of East Anglia (UEA) in the UK and International Telematic University UNINETTUNO, Italy, focuses on how to reduce the power of moral disengagement. 

The researchers investigated the role of moral self-efficacy – a set of beliefs which individuals have about their capabilities to both self-reflect and self-regulate moral behavior. 

The first dimension refers to beliefs about a person’s own ability to self-reflect on past moral failures and anticipate how to do better going forward. The second refers to beliefs in their capabilities to self-regulate moral behavior and do the right thing when tempted or under pressure. 

The authors say the results show both moral self-efficacy dimensions lessen the possibility of misbehavior and wrongdoing becoming routine at work.

“Although self-efficacious individuals are in general more self-regulated and motivated to behave in line with their standards, this does not mean they are morally infallible,” said Dr Roberta Fida, of UEA’s Norwich Business School.

“However, we show that highly morally efficacious individuals are more likely to ‘bounce back’ after a failure, and learn from their mistakes, rather than routinize misbehavior and repeatedly deviate from their moral compass. Rather, they have the resources to restore their moral compass, to mindfully re-engage morally and are therefore less likely to continue justifying and engaging in wrongdoing.

“For individuals with low moral self-efficacy, moral disengagement normalizes wrongdoings, so they can be routinely performed with little anguish. They are less aware of the internal and social forces that work in interrelated ways to disengage their moral standards and bypass their moral control system, making it difficult to mitigate or stop the process to prevent the thoughtless routinization of their misconduct.”  

Dr Marinella Paciello, of UNINETTUNO University, said: “The results of this research broaden our understanding of how to prevent the routinization of wrongdoing at work by helping people develop and strengthen their moral self-efficacy.

“Organizations should create opportunities to reflect on the complexities of moral decision making, the mechanisms often at play in the justification of wrongdoing and the capabilities needed to master moral challenges.”

BizNews

LinkedIn lists top startups in PH, highlights rise of digital entrepreneurship, entertainment, education

The Philippines has always had a strong MSME (micro, small, and medium enterprises) sector. The pandemic further propelled its growth as Filipinos embarked on micro or solo entrepreneurship to augment their income and overcome financial challenges.

Published

on

LinkedIn, the world’s largest professional network, revealed its inaugural Top Startups in the Philippines list, which highlights the local startups that have shown resilience in an uncertain market environment and are continuing to innovate in 2022.  

LinkedIn analyzed data across four pillars to compile the list: employee growth, jobseeker interest, the attraction of top talent, and engagement with the company’s LinkedIn page and its employees. This is the first time LinkedIn has introduced the Top Startups list in the Philippines.

Satoshi Ebitani, Senior Managing Editor, LinkedIn News, said: “In an uncertain financial climate, what has proven resilient time and time again is the enterprising spirit that startups embody, especially those on this year’s LinkedIn Top Startups list. In the Philippines, we see a diverse mix in sectors such as e-commerce, education, and entertainment, which continue to lead the way in the future of skills by embracing innovation and attracting top talent with their robust cultures. Through this list, we hope to spark meaningful conversations surrounding the future of work and inspire professionals to equip themselves with the necessary skills to thrive, no matter the headwinds.”

New era of entrepreneurship

The Philippines has always had a strong MSME (micro, small, and medium enterprises) sector. The pandemic further propelled its growth as Filipinos embarked on micro or solo entrepreneurship to augment their income and overcome financial challenges. This new class of entrepreneurs behind startups such as SariSuki (#2), Shoppertainment Live (#3), Edamama (#5), Growsari (#6), Peddlr (#9), and Prosperna (#10) met opportunities to respond to the demands of the times.

Entertainment, E-sports, and Education companies are thriving 

The success of the live-streaming platform Kumu (#4), led by local creatives and talent, highlights the country’s growing demand for innovative and interactive digital entertainment that champions Filipino voices and perspectives. Meanwhile, gaming and e-sports company Tier One Entertainment (#1) shows the unique potential of this lucrative industry by investing in talent and technology.

“Investing in automation, the right people, and experienced leadership who are open to feedback and the ever-changing status quo of our industry was key for surviving and growing during the pandemic. Pivoting quickly through setbacks is vital to survival in these times,” Tryke Gutierrez, Co-Founder and CEO of Tier One Entertainment, said. “LinkedIn has helped us tell our story to the world. We’re able to share more long-form content that isn’t as readily digestible on other social media platforms to an audience that is more open to serious or nuanced discussion,” he added.

Education technology (Edtech) platform Edukasyon.ph (#8) saw an opportunity to be of service in response to the disruption in the education sector and emerging concerns about the future readiness of today’s youth.

Growth areas in digital finance

As digital finance becomes more mainstream in the Philippines, the rise of  PDAX (Philippine Digital Asset Exchange) (#7), a homegrown cryptocurrency exchange, indicates the Filipinos’ growing interest in exploring new frontiers in personal finance and investments to diversify and optimize their portfolios, navigate the current economic climate, and benefit from future growth potential.     

The top 10 startups in the Philippines are:

  1. Tier One Entertainment
  2. SariSuki
  3. Shoppertainment Live
  4. Kumu
  5. Edamama
  6. GrowSari
  7. PDAX (Philippine Digital Asset Exchange)
  8. Edukasyon.ph
  9. Peddlr
  10. Prosperna

More details on the LinkedIn Top Startups list in the Philippines are found here.

Continue Reading

BizNews

Cash may not be most effective way to motivate employees

84 per cent spent more than $90 billion annually on tangible employee rewards, such as gift cards, recreation trips and merchandise in hopes of increasing productivity. 

Published

on

Photo by Andre Taissin from Unsplash.com

Tangible rewards motivate employees when they’re easy to use, pleasurable, unexpected, and distinct from salary, a new study found. 

A recent survey of firms in the US revealed that 84 per cent spent more than $90 billion annually on tangible employee rewards, such as gift cards, recreation trips and merchandise in hopes of increasing productivity. 

“We found that there is, at best, mixed evidence regarding the motivational efficacy of tangible rewards versus cash rewards,” said Adam Presslee, an associate professor at the University of Waterloo’s School of Accounting and Finance. “It is somewhat puzzling why so many companies go to the trouble of tangible rewards when cash rewards also lead to motivational differences.”

Presslee and his co-author, University of Wisconsin-Madison’s Willie Choi, used four experiments to investigate the factors driving the preference between cash and tangible rewards. The attributes examined include ease of use of the reward (fungibility), hedonic nature of the reward (want vs. need), the novelty of the reward, and how the reward is presented. 

“Rewards are constellations of attributes, and firms should focus more on the motivational effects of the attributes associated with a reward rather than the reward type itself,” Presslee said. “Results confirmed that each of these attributes – individually and in combination – increases employee effort and performance.”

The researchers recommend managers interested in motivating employees using tangible rewards would be best served to offer tangible rewards that incorporate these four attributes.

“If for whatever reason tangible rewards are the only tool available, our results show compelling evidence that employees are motivated by rewards that are perceived as distinct from salary,” Presslee said. “Therefore, firms looking to get the most out of their reward programs should emphasize the distinctiveness of those rewards, and the attributes above are four ways firms can do that.”

The study, authored by Presslee and Choi, was recently published in the journal Accounting, Organizations, and Society.

Continue Reading

BizNews

Engaging leadership style may boost employee engagement

Supervisors perceived as engaged leaders in the initial survey did indeed enhance employee engagement as captured in the second survey. This impact appeared to occur via a boost in employees’ personal psychological resources of optimism, resiliency, self-efficacy, and flexibility—these results are in line with evidence from previous studies.

Published

on

Photo by UX Indonesia from Unsplash.com

A new analysis suggests that a particular leadership style dubbed “engaging leadership” can boost employees’ engagement and enhance team effectiveness within the workplace. Greta Mazzetti of the University of Bologna, Italy, and Wilmar Schaufeli of Utrecht University in the Netherlands present these findings in the open-access journal PLOS ONE.

An employee who is engaged typically has a positive state of mind relating to their work and shows vigor, dedication, and absorption in their work. Previous research suggests that more engaged employees tend to have greater well-being and better job performance.

Previous research also suggests that a certain style of leadership known as engaging leadership—involving leaders who fulfill employees’ need for autonomy, feeling competent, and feeling cared for—may boost employee engagement. However, most studies of workplace leadership styles have focused on a single point in time, without analyzing potential effects over time.

To provide new insights, Mazzetti and Schaufeli explored the impact of an engaged leadership style on work engagement and team effectiveness of 1,048 employees across 90 teams within a Dutch workplace. Participants each took two surveys, one year apart, which included questions about their supervisors’ level of engaging leadership, their own work engagement, and other personal and team characteristics.

Statistical analysis of the responses suggests that supervisors perceived as engaged leaders in the initial survey did indeed enhance employee engagement as captured in the second survey. This impact appeared to occur via a boost in employees’ personal psychological resources of optimism, resiliency, self-efficacy, and flexibility—these results are in line with evidence from previous studies.

Similarly, engaged leaders appeared to enhance team effectiveness by boosting team resources, which consisted of performance feedback, trust in management, communication, and participation in decision-making. Team resources also appeared to affect individual employee engagement.

These findings support the use of engaging leadership to boost employee engagement and team effectiveness in the workplace. Future research could compare the effects of engaging leadership versus other leadership styles on employees and teams over time.

The authors add: “A leader who inspires, strengthens and connects team members fosters a shared perception of available resources (in terms of performance feedback, trust in management, communication, and participation in decision-making), and a greater psychological capital (i.e., self-efficacy, optimism, resilience, and flexibility).”

Continue Reading
Advertisement
Advertisement

Like us on Facebook

Trending