Jennifer Mueller - Faculty Research in Knowledge@Wharton

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?

Playing Favorites -- Romantic or Otherwise -- Is a Messy Game in the Workplace

Wed, 08 Aug 2007 15:43:21 EST

This spring, World Bank president Paul Wolfowitz was forced out after being accused of arranging a big raise and promotion for a woman with whom he was having a relationship. As anyone who works in an office knows, though, favoritism isn't confined to love and sex: Family relationships and close friendships can upset co-workers' sense of fairness, too, and end up undermining an organization's performance. What's the solution? There's no one answer, according to Wharton faculty and other experts, but companies would be well-advised to keep their rewards systems transparent and to have clear policies regarding conflicts of interest.

Workplace Loyalties Change, but the Value of Mentoring Doesn't

Wed, 16 May 2007 15:35:19 EST

In Homer's poem "The Odyssey," Odysseus had a tough time finding his way home after the Trojan War, what with all those monsters threatening to derail his journey. But Odysseus at least had left a wise and trusted fellow named Mentor to be the guardian and teacher of his son, Telemachus. Modern employees need mentors as much as Telemachus, especially in these times of upheaval. In fact, mentoring is just as important as ever for younger workers -- and for organizations themselves -- according to experts at Wharton and elsewhere.

More Confident, Less Careful: Why Office Romances Are Hard to Manage

Wed, 21 Mar 2007 15:21:30 EST

If everything you knew about office life came from NBC's serial mockumentary "The Office," you would be forgiven for thinking romance is the main spice of workplace life. Yet the hit show confirms with satire what recent studies have demonstrated with numbers: Romances shape office life, and human resource departments don't have much to say about it. But given the potential fallout from workplace relationships, companies retreat on this issue at their own risk, suggest a number of experts. As one HR professional puts it: "There is a feeling of resignation among HR people. Mostly they close their eyes and hope for the best."

Is Your Team Too Big? Too Small? What's the Right Number?

Wed, 14 Jun 2006 15:41:34 EST

When it comes to athletics, sports teams have a specific number of team players: A basketball team needs five, baseball nine, and soccer 11. But when it comes to the workplace, there is no hard-and-fast rule to determine the optimal number to have on each team. Should the most productive team have 4.6 members, as suggested in a recent magazine article? What about naming five or six individuals to each team, which is the number of MBA students chosen each year by Wharton for its learning teams? Is it true that larger teams simply break down, reflecting a tendency towards "social loafing" and loss of coordination? Or is it that the best number of people for a team is driven by the task at hand and by the roles each person plays? Research by Wharton faculty offers some insights.