Work and Business

Mid-level managers are likely to show signs of "hermit crab syndrome" if they do not feel their ideas are being reflected in top management decisions, a new study has found
Picture a banker tossing a coin. She knows the more times that she flips a tail, the more money she wins (up to $200), so long as she gets more tails than a rival playing the same game.
The Society’s Division of Occupational Psychology has announced this year’s annual award winners.
People who show chance-level decision making are often confident about decisions that turn out to be accurate, according to new research. 
Using social media for personal reasons in the workplace might have a few positive effects, new research indicates.
Date: Friday 28 November 2014 Time: 18:00 - 20:00 Venue: GC1.08, Tower Building, 166-220 Holloway Road, N7 8DB (opposite Holloway Road tube station)
This workshop is for anyone interested in learning about meta-synthesis of qualitative research for the purposes of systematically reviewing a diverse evidence base. Timetable 09:30 Registration/Tea and Coffee
Create and utilise mixed methods research designs in applied psychology. Timetable 09:30 Registration/Tea and Coffee 10:00 Workshop starts (there will be a break for lunch) 16:30 Workshop ends
Integral Theory Practice (ILP) – a practical introduction to the field of transpersonal theory to benefit your transformative work with individuals, groups and organisations. Timetable 09:30 Registration/Tea and Coffee 10:00 Wo
Timetable 09:30 Registration/Tea and Coffee 10:00 Workshop starts (there will be a break for lunch) 16:30 Workshop ends Details Pluralism in qualitative research combines methods, analyses or interpretations to se
This workshop will offer researchers who are more used to working within quantitative paradigms some ways, advantages and challenges of combining quantitative methods with qualitative methods to conduct mixed methods research.  Timeta
The underrepresentation of women in professions such as surgery and in leadership roles will be under discussion at the Annual Conference of
Talent Management (TM) is defined as the attraction, identification, development, deployment, engagement, and retention of high potential staff.
Organisations do better when there are clear communication channels that allow staff to point out ways the company can improve. Similarly, teams who freely share ideas and concerns are more tight-knit and motivated.
People who have previously been employed at scandal-hit companies are often getting overlooked for jobs, according to a new study.
Implementing NHS Culture Change: Contributions from Occupational Psychology The Division of Occupational Psychology (DOP) will be launching their policy report, ‘Implementing NHS Culture Change: Contributions from Occupati
Honest people are still able to be corrupted if they assume a position of power, new research has concluded.
We’ve all experienced rudeness at work; at the time it’s offensive and can harm our creativity, but it bears even darker fruits in the long-term, as repeated exposure is associated with depression, anxiety and psychological distress.
It's often assumed that a desire to reduce income inequality is held only by people on lower pay, or by those who endorse left-wing views.
To coincide with UK National Work-Life Week 2014, our Division of Occupational Psychology’s working group on work-life balance is convening an interactive seminar this afternoon (Friday 26 September) to debate the psychological evidence for and ag
People who take the bus or train to work could be happier than their counterparts who go by car, new research has discovered.
Employees who are suffering from depression might find it easier to manage their condition if they continue going to work rather than taking sick leave, according to new
Academia remains heavily gendered, thanks in part to historical stereotypes that assert men are suited to solving complex problems and ready to put "great works" over other concerns such as community or family.
People who are over-confident can often make others develop an exaggerated view of their skills and capabilities, according to a new study.
Workplace research through the 20th Century suggested that selecting for intelligence is the best way to identify good performers. This consistent finding came from studies that mostly defined job performance as carrying out the duties expect
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