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- June 2010 (Revised April 2014)
- Course Overview Note
Corporate Social Responsibility and Employee Engagement
By: Christopher Marquis, Bobbi Thomason and Jennifer Tydlaska
Analyzes the link between corporate social responsibility (CSR) activities and employee engagement, including CSR effects on employee commitment and motivation, new skills and training, and motivation. Also discusses best practices in employee engagement through CSR. View Details
Keywords: Competency and Skills; Training; Employees; Retention; Corporate Social Responsibility and Impact; Organizational Culture; Practice; Motivation and Incentives
Marquis, Christopher, Bobbi Thomason, and Jennifer Tydlaska. "Corporate Social Responsibility and Employee Engagement." Harvard Business School Course Overview Note 410-138, June 2010. (Revised April 2014.)
- March 2013
- Article
Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers' Authentic Self-expression
By: Daniel M. Cable, Francesca Gino and Brad Staats
Socialization theory has focused on enculturating new employees such that they develop pride in their new organization and internalize its values. Drawing on authenticity research, we propose that the initial stage of socialization leads to more effective employment... View Details
Keywords: Socialization; Authenticity; Self-Expression; Best Self; Outsourcing; Employee Retention; Organizational Culture; Retention; Identity; Customer Satisfaction
Cable, Daniel M., Francesca Gino, and Brad Staats. "Breaking Them in or Eliciting Their Best? Reframing Socialization around Newcomers' Authentic Self-expression." Administrative Science Quarterly 58, no. 1 (March 2013): 1–36.
- November 2020 (Revised March 2022)
- Teaching Note
Social Salary Setting at Spiber
By: Ashley Whillans and John Beshears
Teaching Note for HBS Case No. 920-050. The case tells the story of Spiber, a Japanese technology start-up company. To reflect the company’s values, the leadership team implemented a new and unique salary-setting process: each employee had the authority to choose their... View Details
- December 2018
- Article
Improving Resilience Among Employees High in Depression, Anxiety, and Workplace Distress
By: Allison L. Williams, Acacia C. Parks, Grace Cormier, Julia Stafford and A.V. Whillans
Depression and anxiety are costly for both employees and employers, in terms of direct medical costs as well as costs stemming from lost productive time and missed days at work. Resilience training has been shown to improve workplace functioning for employees, which... View Details
Keywords: Depression; Anxiety; Engagement; Resilience; Presenteeism; Employee Engagement; Mental Health; Employees; Emotions; Health; Internet and the Web; Performance Productivity
Williams, Allison L., Acacia C. Parks, Grace Cormier, Julia Stafford, and A.V. Whillans. "Improving Resilience Among Employees High in Depression, Anxiety, and Workplace Distress." International Journal of Management Research 9, nos. 1-2 (December 2018): 4–22.
- November–December 2024
- Article
Why Employees Quit
By: Ethan Bernstein, Michael B. Horn and Bob Moesta
The so-called war for talent is still raging. But in that fight, employers continue to rely on the same hiring and retention strategies they’ve been using for decades. Why? Because they’ve been so focused on challenges such as poaching by industry rivals, competing in... View Details
Keywords: Retention; Recruitment; Talent and Talent Management; Employee Relationship Management; Motivation and Incentives
Bernstein, Ethan, Michael B. Horn, and Bob Moesta. "Why Employees Quit." Harvard Business Review 102, no. 6 (November–December 2024): 44–54.
- 2017
- Working Paper
Shopping for Confirmation: How Disconfirming Feedback Shapes Social Networks
By: Paul Green Jr., Francesca Gino and Bradley Staats
Many organizations employ interpersonal feedback processes as a structured means of informing and motivating employee improvement. Ample evidence suggests that these feedback processes are largely ineffective, and despite a wealth of prescriptive literature, these... View Details
Keywords: Developmental Feedback; Self-concept; Positive Illusions; Social Network; Threat; Identity; Social and Collaborative Networks; Behavior; Performance; Social Media
Green, Paul, Jr., Francesca Gino, and Bradley Staats. "Shopping for Confirmation: How Disconfirming Feedback Shapes Social Networks." Harvard Business School Working Paper, No. 18-028, September 2017.
- 08 Apr 2013
- Research & Ideas
How to Demotivate Your Best Employees
It would seem to make sense that when companies recognize their workers with awards, they are likely to see a boost in morale and perhaps even inspire them to work harder. It turns out that sometimes rewarding employees for good behavior... View Details
- 29 Oct 2013
- Research & Ideas
Do Employees Work Harder for Higher Pay?
Harvard Business School Professor Deepak Malhotra set out to answer a basic question: "Do employees work harder when they are paid more?" As Malhotra, the Eli Goldston Professor of Business Administration, said in an interview, "Previous... View Details
Keywords: by Chuck Leddy & Harvard Gazette
- Article
Employee Selection as a Control System
By: Dennis Campbell
Theories from the economics, management control, and organizational behavior literatures predict that when it is difficult to align incentives by contracting on output, aligning preferences via employee selection may provide a useful alternative. This study... View Details
Keywords: Management Systems; Governance Controls; Employees; Selection and Staffing; Motivation and Incentives; Decision Making; Business Model
Campbell, Dennis. "Employee Selection as a Control System." Journal of Accounting Research 50, no. 4 (September 2012): 931–966.
- 13 Aug 2020
- Research & Ideas
6 Ways to Support COVID-Weary Employees
pro-health attitudes. Show gratitude and facilitate social time to boost morale Whillans: Recent studies have found links between employee happiness and organizational outcomes, such as productivity,... View Details
Keywords: by Dina Gerdeman
- May 13, 2021
- Article
The Big Benefits of Employee Ownership
By: Thomas Dudley and Ethan Rouen
Wealth inequality in the U.S. has been increasing for decades: The richest 1% own a majority of all business wealth, and the top 10% own more than 90%. Companies, which have played a vital role in the growth in inequality can also play one in reducing it. One place to... View Details
Keywords: Wealth; Equality and Inequality; Corporate Social Responsibility and Impact; Employee Ownership; United States
Dudley, Thomas, and Ethan Rouen. "The Big Benefits of Employee Ownership." Harvard Business Review (website) (May 13, 2021).
- June 1993
- Article
Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions
By: H. Ibarra and S. Andrews
Ibarra, H., and S. Andrews. "Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions." Administrative Science Quarterly 38, no. 2 (June 1993): 277–303.
- January 1981 (Revised June 1993)
- Background Note
Note on Why Employees Join Unions
By: Michael Beer
Provides some answers to the question of why employees join unions. Summarizes recent data on workers' perceptions of unions: their power and instrumentality. Also explores the special situation of white collar workers. View Details
Beer, Michael. "Note on Why Employees Join Unions." Harvard Business School Background Note 481-121, January 1981. (Revised June 1993.)
- Article
What Managers Need to Know About Social Tools: Avoid the Common Pitfalls So That Your Organization Can Collaborate, Learn, and Innovate
By: Paul Leonardi and Tsedal Neeley
Workplaces have adopted internal social tools—think stand-alone technologies such as Slack, Yammer, and Chatter, or embedded applications such as Microsoft Teams and JIRA—at a staggering rate. In an ambitious study of 4,200 companies, conducted by the McKinsey Global... View Details
Keywords: Leadership; Social Tools; Social and Collaborative Networks; Knowledge Sharing; Performance Improvement; Management
Leonardi, Paul, and Tsedal Neeley. "What Managers Need to Know About Social Tools: Avoid the Common Pitfalls So That Your Organization Can Collaborate, Learn, and Innovate." Harvard Business Review 95, no. 6 (November–December 2017): 118–126.
- August 2011 (Revised July 2014)
- Case
Social Innovation at Salesforce.com
By: Christopher Marquis, Marley C. Kornreich and Bobbi Thomason
Salesforce.com recently implemented an innovative social enterprise business model whereby the Salesforce.com Foundation funds its operations and grant budget by selling discounted salesforce.com software licenses to nonprofits and education clients. The case recounts... View Details
Keywords: Innovation and Invention; Corporate Entrepreneurship; Corporate Social Responsibility and Impact; Business Model; Information Technology; Leading Change; Problems and Challenges
Marquis, Christopher, Marley C. Kornreich, and Bobbi Thomason. "Social Innovation at Salesforce.com." Harvard Business School Case 412-049, August 2011. (Revised July 2014.)
- June 30, 2021
- Article
Rosabeth Moss Kanter: Let Employees Take the Lead on ESG
Companies that don’t give rank-and-file workers a central role in their environmental, social and governance (ESG) work are making a mistake. They risk alienating values-oriented employees who question company practices, and they miss a big opportunity for employee... View Details
Keywords: ESG; ESG (Environmental, Social, Governance) Performance; Leaders; Talent Acquisition; Talent Retention; Engagement; Organizations; Environmental Sustainability; Social Issues; Employees; Leadership; Talent and Talent Management
Kanter, Rosabeth M. "Rosabeth Moss Kanter: Let Employees Take the Lead on ESG." Wall Street Journal (online) (June 30, 2021).
- 17 Feb 2022
- Book
When Employees Feel a Sense of Purpose, Companies Succeed
book, Deep Purpose: The Heart and Soul of High-Performance Companies, I explore how some leaders embrace “deep purpose” as a generative force that can be a catalyst to achieve both impressive economic results and positive social impact.... View Details
Keywords: by Ranjay Gulati
- 17 Jul 2023
- Research & Ideas
Money Isn’t Everything: The Dos and Don’ts of Motivating Employees
Noncents.” It will be a practical examination of the way money—and nonmonetary rewards—trickle down to create that special magic that makes employees believe in the mission and work harder to further its success. Getting these incentive... View Details
Keywords: by Avery Forman
- Article
Prosocial Bonuses Increase Employee Satisfaction and Team Performance
By: Lalin Anik, Lara B. Aknin, Elizabeth W. Dunn, Michael I. Norton and Jordi Quoidbach
In three field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier... View Details
Keywords: Satisfaction; Groups and Teams; Performance; Compensation and Benefits; Philanthropy and Charitable Giving; Banking Industry; Sports Industry; Pharmaceutical Industry; Canada; Belgium; Australia
Anik, Lalin, Lara B. Aknin, Elizabeth W. Dunn, Michael I. Norton, and Jordi Quoidbach. "Prosocial Bonuses Increase Employee Satisfaction and Team Performance." PLoS ONE 8, no. 9 (September 2013): 1–8.
- 2013
- Working Paper
Prosocial Bonuses Increase Employee Satisfaction and Team Performance
By: Lalin Anik, Lara B. Aknin, Michael I. Norton, Elizabeth W. Dunn and Jordi Quoidbach
In two field studies, we explore the impact of providing employees and teammates with prosocial bonuses, a novel type of bonus spent on others rather than on oneself. In Experiment 1, we show that prosocial bonuses in the form of donations to charity lead to happier... View Details
Keywords: Satisfaction; Groups and Teams; Performance; Compensation and Benefits; Philanthropy and Charitable Giving; Banking Industry; Sports Industry; Pharmaceutical Industry; Canada; Belgium; Australia
Anik, Lalin, Lara B. Aknin, Michael I. Norton, Elizabeth W. Dunn, and Jordi Quoidbach. "Prosocial Bonuses Increase Employee Satisfaction and Team Performance." Harvard Business School Working Paper, No. 13-095, May 2013.