Sharon A. Lobel

RESEARCH NOTES. EFFECTS OF FAMILY RESPONSIBILITIES, GENDER, AND CAREER IDENTITY SALIENCE ON PERFORMANCE OUTCOMES.

Predictions based on the human capital, gender discrimination, and social identity theories were tested. Individuals with salient career identities were willing to expend extra effort at work and r...

Process Feedback in Task Groups: An Application of Goal Setting

An experiment was conducted to test the effects of interpersonal group process feedback on interpersonal behaviors and task performance in task groups. The form of process feedback was based on research findings about characteristics of task feedback that lead to effective goal setting. The feedback resulted in changes in dominance behaviors of individual members. No changes in friendly or emotionally expressive behaviors were found. Feedback had no effect on task performance. The results are discussed in terms of implications for the relationship between feedback and task performance and the stability of interpersonal behavior patterns.

The future of work and family: Critical trends for policy, practice, and research

Work/life “thought leaders” from 28 large corporations carried out an environmental scanning process with the objective of linking work/life policies and practices to critical business and environmental trends. Globalization, technological change, and organizational flexibility are trends that have been commonly identified in other environmental scanning efforts, but their relationship to work/life issues has often been ignored. Similarly, the relationship of changing family structures to business goals has not received the attention it deserves. Through this linking process, work/life advocates can demonstrate the value of their efforts to other corporate decision makers. Innovative corporate work/life initiatives that are responsive to these important trends are described.

Four Methods for Proving the Value of Work/Life interventions: Here is advice on choosing the most appropriate business methods for demonstrating that work/life interventions add value to the organization

~t workforce have made work/life M benefits and policies more imporN tant to more employees than ever ~ before. Nevertheless, organizations M are moving less quickly to introM duce and expand these policies M than you might expect. Why? M Perhaps one of the most significant ~ reasons is that it is very difficult for N HR managers to demonstrate that ~N such initiatives add value to the ~~N organization. ~~~~tt~t Specifically, four obstacles stand in the way of HR managers hoping to prove that work/life issues are important to address. These are: