HR research, reports & books | Page 7 (1,599 items)

The consequences of dismissing or mismanaging employees' emotions can be "catastrophic" for organisations, but when leaders recognise and properly handle them, "teams achieve remarkable things", an executive coach says.

Obstacles that hold employees back from reporting workplace s-xual harassment include psychological factors that should receive more attention in HR strategies, researchers say.

The best ways to motivate employees in 2026 are much the same as they were 50 years ago, but many employers continue to rely on tactics that have "zero" long-term impact, according to a performance specialist.

• Employer fined $213k over poor record-keeping practices
  
• Mismatched preferences rob flexible work of retention powers
  
• Microsoft and unions agree on workplace AI priorities

In a time of fatigue, fear, and retreat, diversity advocates are calling on executives and HR practitioners to sustain progress, emphasise the strategic value of DEI, and counter polarisation with the Australian ethos of a "fair go for all".

Many post-pandemic policies have broken the psychological contracts that exist between workplaces and employees, but they can be repaired, according to a global leadership expert.

Capability, rather than "courage", is what drives employees to act when they witness workplace misconduct or inappropriate behaviour, according to a people and culture expert.

The number one barrier to bystander intervention in the workplace isn't apathy, but employees thinking they don't have "permission" to act, a behaviour specialist says.

Very small, simple, and seemingly insignificant acts by leaders can have a huge impact on performance, a psychologist and leadership specialist says.

Return-to-office drives will encounter "intense headwinds" if they're perceived as more employer-friendly than employee-friendly, according to academics with advice for organisations' policies, messaging and implementation.