Sigal Barsade - Faculty Research in Knowledge@Wharton

Economic Recovery: Are Happy Days Here Again?

Wed, 10 Jun 2009 17:08:51 EST

Stocks have rebounded on Wall Street during the past two months. The pace of job losses seems to be slowing down. Even quarterly reports from banks suggest that the banking sector is slowly struggling back to its feet. Do these signs portend the first indicators of an economic recovery? Not yet, according to experts at Wharton and elsewhere, who insist that despite some of the hopeful data, the recovery will be weaker and take longer to gain momentum than past slowdowns.

'Don't Touch My Perks': Companies that Eliminate Them Risk Employee Backlash

Wed, 23 Jul 2008 13:40:28 EST

Earlier this summer, when employees first learned of a Google plan to upgrade and dramatically raise the price of its day care program, they wept. According to Wharton faculty and compensation experts, that reaction shouldn't come as a big surprise. Trying to eliminate any perk, they say, can cause feelings of betrayal and even retaliation against the company on the part of employees. With the current economic slump, more 'de-perking' could be on the way.

Caught in the Middle: Why Developing and Retaining Middle Managers Can Be So Challenging

Wed, 28 May 2008 14:38:10 EST

Middle managers are often referred to as the "glue" that holds companies together, bridging the gap between the top management team and lower level workers. They implement strategy and organizational changes, keeping workers engaged during both good times and bad. Yet according to a recent survey of middle managers around the world, 20% report dissatisfaction with their current organization and that same percentage report that they are looking for another job. How do middle managers fare in an uncertain economy, and what should companies be doing to keep them happy?

The 'Eldercare Generation' Cares About Continuing to Work: Are Companies Interested in Keeping Them?

Wed, 17 Oct 2007 15:24:43 EST

When the AARP recently announced its seventh annual "Best Employers for Workers over 50" awards, the winners didn't get there by offering the traditional fringe benefit trio of health, life and disability insurance. Instead, the AARP recognized companies for providing workers over 50 with "forward-looking" benefits packages that include, for example, alternative work schedules and lifelong learning and career training opportunities. But are companies interested in offering jobs, or job security, to older workers? And why aren't these workers following the retirement path their parents did?

Managing Emotions in the Workplace: Do Positive and Negative Attitudes Drive Performance?

Wed, 18 Apr 2007 16:05:25 EST

You know the type: coworkers who never have anything positive to say, whether at the weekly staff meeting or in the cafeteria line. They can suck the energy from a brainstorming session with a few choice comments. Their negativity can contaminate even good news. "We engage in emotional contagion," says Wharton management professor Sigal Barsade. "Emotions travel from person to person like a virus." Barsade is the co-author of a new paper that looks at the impact of employees' moods, emotions, and overall dispositions on job performance.

More than Job Demands or Personality, Lack of Organizational Respect Fuels Employee Burnout

Wed, 15 Nov 2006 16:21:19 EST

One of the biggest complaints employees have, according to Wharton management professor Sigal Barsade, is that "they are not sufficiently recognized by their organizations for the work they do .... When employees don't feel that the organization respects and values them, they tend to experience higher levels of burnout." Barsade and doctoral student Lakshmi Ramarajan look at the role of respect in a paper titled, "What Makes the Job Tough? The Influence of Organizational Respect on Burnout in Human Services."

Plateauing: Redefining Success at Work

Wed, 04 Oct 2006 14:39:32 EST

It's not work/life balance and it's not career burnout. Instead, some employees are starting to set career paths based on their own needs, values and definitions of success. They are otherwise talented and energetic workers who are "plateauing" -- setting boundaries around their ambitions rather than striving to climb the next step up the corporate ladder. Some companies are beginning to take notice, providing new options and opportunities in the ongoing war for talent.

The 'Masculine' and 'Feminine' Sides of Leadership and Culture: Perception vs. Reality

Wed, 05 Oct 2005 16:04:41 EST

Workers' general notions about the effectiveness of male and female managers can be as important as their actual leadership abilities or business results, according to a recent Wharton Executive Development program entitled, "Women in Leadership: Legacies, Opportunities & Challenges." As a result, women executives need to be exceptionally aware of their own leadership styles and strengths -- as well as changes underway in their organizations -- in order to make an impact. Participants also discussed the role a strong corporate culture has played in the success of such companies as cosmetics giant Mary Kay Inc.

The Human Side of Mergers: Those Laid Off and Those Left Aboard

Wed, 30 Mar 2005 10:14:34 EST

The initial headlines announcing mega-corporate mergers and acquisitions typically focus on Wall Street's appreciation for improved finances, less duplication of services and staff, the ability to grow faster, and the anticipation of higher returns for shareholders. When P&G recently announced that it would buy Gillette, for example, the fact that 6,000 people would lose their jobs was all but buried in the details of a deal that would link some of the world's most well-known household brands. Yet, as Wharton professors point out, companies that fail to factor in the costs of layoffs, declining morale, and the chaos that comes from restructuring are headed for trouble.

Leading from Within Means Learning to Manage Your Ego and Emotions

Wed, 07 Apr 2004 14:56:28 EST

Hubris can help a CEO build a business empire, and it can also cause its downfall. When business leaders don't know themselves as well as they should, and they are unable to manage their ego and emotions, they fail, say experts from Wharton and elsewhere. A Wharton conference on self-awareness will explore these themes further next month.