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All HBS Web
(672)
- News (123)
- Research (459)
- Multimedia (2)
- Faculty Publications (96)
- 28 Apr 2023
- Blog Post
How Employers Can Support LGBTQ+ Employees
can help employees navigate promotion cycles, client engagements, and interpersonal dynamics. It’s important to note as we discuss promotion, this should be across departments for true representation and...
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All Industries
- 28 Aug 2023
- Research & Ideas
How Workplace Wellness Programs Can Give Employees the Energy Boost They Need
strategy to improve performance and drive bottom-line results. You Might Also Like: Your Best Employees Are Burning Out: A Framework for Retaining Talent Are Your Employees Passing Up Incentives? Try View Details
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by Hise Gibson
- 04 Jan 2016
- Blog Post
5 Ways to Motivate Employees After the Holiday Season
Wednesdays: Health and wellness eases stress and promotes increased productivity. Every Wednesday, go for a walk as a team, take an exercise class, or ask employees to bring in a healthy lunch option and...
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All Industries
- 05 Dec 2022
- Research & Ideas
5 Companies Where Employees Move Up the Ladder Fast
of.” The index ranks the 50 best companies along several dimensions, including promoting from within, career stability, and providing early experiences that allow employees to get better jobs with future...
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by Pamela Reynolds
- 2021
- Case
Starbucks: Opposing a Local Tax to Address Homelessness while Promoting Social Justice
In 2018, the Seattle City Council unanimously voted 9-0 for a tax that would require companies whose annual revenue surpassed $20 million to pay the city $275 per employee per year. The tax money would then be used to combat homelessness in Seattle. In response,...
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Keywords:
Taxation;
City;
Welfare;
Wealth and Poverty;
Corporate Social Responsibility and Impact;
Seattle
Hoffman, Andrew J. "Starbucks: Opposing a Local Tax to Address Homelessness while Promoting Social Justice." William Davidson Institute Case 3-330-494, 2021.
- May–June 2013
- Article
Can Global Brands Create Just Supply Chains? Response: Promoting Political Mobilization
By: Jodi L. Short and Michael W. Toffel
Codes of conduct indicate that working conditions are improving overall at the factories being monitored by multinational corporations, and that these codes of conduct also create possibilities for political mobilization that can improve labor conditions more broadly.
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Keywords:
Regulation;
Auditing;
Labor Relations;
Occupational Safety;
Environmental Operations;
Environmental Regulation;
Employees;
Labor;
Labor and Management Relations;
Governing Rules, Regulations, and Reforms;
Manufacturing Industry;
China;
Bangladesh;
India;
Honduras;
Nicaragua;
Pakistan;
Guatemala;
Malaysia;
Viet Nam
Short, Jodi L., and Michael W. Toffel. "Can Global Brands Create Just Supply Chains? Response: Promoting Political Mobilization." Boston Review 38, no. 3 (May–June 2013).
- 03 May 2022
- Research & Ideas
Desperate for Talent? Consider Advancing Your Own Employees First
Job openings in the United States continue to hover at record high levels, exacerbated by the Great Resignation and a sputtering emergence from the pandemic. Competition remains fierce among companies struggling to find qualified workers. Yet many employers,...
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by Rachel Layne
- 17 Jan 2019
- Research & Ideas
Why Business Should Support Employees Who Are Caregivers
Companies with care cultures: Understand their employees’ evolving caregiving needs. They routinely survey their employees and evaluate the company’s demographics, so they can offer meaningful benefits and policies. They View Details
- 03 Jun 2020
- Blog Post
How to Thrive as a Remote Manager and Employee
Workspace Create a remote work environment for yourself that is comfortable, productive, and professional. Consider: Attire – While there is a certain appeal to wearing pajamas to work, we recommend that employees continue dressing for...
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- 27 Sep 2021
- Research & Ideas
Managers, Your Employees Don’t Want to Be Facebook ‘Friends’
and beliefs online with the wrong colleague may expose employees to career consequences, such as not being hired or promoted and being discriminated against.” Workers are wary of friending bosses Across four...
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by Rachel Kim Raczka
- July 2022
- Article
The Passionate Pygmalion Effect: Passionate Employees Attain Better Outcomes in Part Because of More Preferential Treatment by Others
By: Ke Wang, Erica R. Bailey and Jon M. Jachimowicz
Employees are increasingly exhorted to “pursue their passion” at work. Inherent in this call is the belief that passion will produce higher performance because it promotes intrapersonal processes that propel employees forward. Here, we suggest that the pervasiveness of...
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Keywords:
Passion;
Self-fufilling Prophecy;
Lay Beliefs;
Interpersonal Processes;
Employees;
Performance;
Attitudes;
Organizational Culture;
Social Psychology
Wang, Ke, Erica R. Bailey, and Jon M. Jachimowicz. "The Passionate Pygmalion Effect: Passionate Employees Attain Better Outcomes in Part Because of More Preferential Treatment by Others." Journal of Experimental Social Psychology 101 (July 2022).
- 11 Jan 2022
- Research & Ideas
Feeling Seen: What to Say When Your Employees Are Not OK
verbally recognizing how employees feel, particularly when they are sad, upset, or angry, helps coworkers form a much deeper connection. The team’s paper, Emotional Acknowledgement: How Verbalizing Others’ Emotions Fosters Interpersonal...
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by Pamela Reynolds
- 1988
- Chapter
Promoting Career-Enhancing Relationships in Organization: The Role of the Human Resource Professional
By: D. A. Thomas and Kathy E. Kram
Thomas, D. A., and Kathy E. Kram. "Promoting Career-Enhancing Relationships in Organization: The Role of the Human Resource Professional." In Career Growth and Human Resource Strategies, edited by M. London and E. Mone. Quorum Books, 1988.
- 02 Apr 2010
- What Do You Think?
Why Are Fewer and Fewer U.S. Employees Satisfied With Their Jobs?
effects on productivity, (5) Job design that allows employees to have control over their work is conducive to lower stress levels and better health outcomes (for example, the higher one rises in an organization, the lower the risk of...
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by Jim Heskett
- 25 Jan 2022
- Blog Post
Feeling Seen: What to Say When Your Employees Are Not OK
verbally recognizing how employees feel, particularly when they are sad, upset, or angry, helps coworkers form a much deeper connection. The team’s paper, Emotional Acknowledgement: How Verbalizing Others’ Emotions Fosters Interpersonal...
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Keywords:
All Industries
- October 2017 (Revised October 2020)
- Case
Coaching Makena Lane
By: Ethan Bernstein and Om Lala
Makena Lane has a gift for producing results, even in the challenging retail context of the 2010s, but she also has a knack for “ruffling some feathers” in the process. Recruited to a Fortune 500 grocery and pharmacy retailer after climbing to Associate Principal in...
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Keywords:
Executive Coaching;
Employee Promotions;
Career Transition From Consulting To Operating Role;
360-degree Feedback;
Retail;
Organizational Behavior;
Personal Strategy & Style;
Mentoring;
Coaching;
Talent and Talent Management;
Growth and Development;
Employees;
Leadership Style;
Leadership Development;
Management Style;
Performance Evaluation;
Personal Development and Career;
Retail Industry;
Australia;
Europe;
Canada;
South Africa;
United States;
Asia
Bernstein, Ethan, and Om Lala. "Coaching Makena Lane." Harvard Business School Case 418-031, October 2017. (Revised October 2020.)
- January 2018
- Case
Pravost Consulting Services
By: Andrew Wasynczuk and Tiffany Y. Chang
Pravost Consulting Services considers a division manager's response to the stringent demands of his boss who lambasts him for the division's weak performance. Six months earlier Jakub Kowalski, CEO of Pravost, promoted Viktor Novak to head up the faltering Pravost...
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Keywords:
Consulting;
Consulting Services;
Employee Retention;
Eastern Europe;
Performance;
Attrition;
Culture;
Krakow;
Retention;
Performance Improvement;
Organizational Culture;
Consulting Industry;
Information Technology Industry;
Poland;
Europe
Wasynczuk, Andrew, and Tiffany Y. Chang. "Pravost Consulting Services." Harvard Business School Case 918-033, January 2018.
- November 2004 (Revised September 2019)
- Background Note
The U.S. Health Club Industry in 2004
By: John R. Wells, Gabriel Ellsworth and Benjamin Weinstock
In 2004, the $16.8 billion U.S. health club industry continued its strong record of growth. There were almost 27,000 health clubs in the United States, up from 6,700 two decades earlier, and these clubs claimed 41 million members, over 14% of the U.S. population....
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Keywords:
Health Clubs;
Fitness;
Gyms;
Chain;
Weight Loss;
Obesity;
Exercise;
Personal Training;
Bally Total Fitness;
24 Hour Fitness;
YMCA;
Gold's Gym;
Curves;
Franchise;
Franchising;
Subscription;
Promotional Sales;
Promotions;
Fixed Costs;
Body;
Accrual Accounting;
Revenue Recognition;
Buildings and Facilities;
Business Growth and Maturation;
Business Model;
For-Profit Firms;
Trends;
Customers;
Demographics;
Age;
Income;
Private Equity;
Financing and Loans;
Profit;
Revenue;
Geographic Scope;
Multinational Firms and Management;
Health;
Nutrition;
Business History;
Employees;
Retention;
Human Capital;
Working Conditions;
Contracts;
Business or Company Management;
Goals and Objectives;
Growth and Development Strategy;
Markets;
Demand and Consumers;
Supply and Industry;
Industry Growth;
Industry Structures;
Operations;
Service Operations;
Franchise Ownership;
Private Ownership;
Public Ownership;
Problems and Challenges;
Sales;
Salesforce Management;
Situation or Environment;
Opportunities;
Nonprofit Organizations;
Welfare;
Sports;
Strategy;
Business Strategy;
Competition;
Competitive Strategy;
Consolidation;
Corporate Strategy;
Customization and Personalization;
Expansion;
Segmentation;
Hardware;
Health Industry;
United States
Wells, John R., Gabriel Ellsworth, and Benjamin Weinstock. "The U.S. Health Club Industry in 2004." Harvard Business School Background Note 705-445, November 2004. (Revised September 2019.)
- 07 Feb 2020
- Working Paper Summaries
The Old Boys' Club: Schmoozing and the Gender Gap
- 1998
- Case
Nucor Corporation (A)
By: Vijay Govindarajan
Under the leadership of CEO Ken Iverson, Nucor thrived. Nucor's structure was decentralized, with only four management layers. Only 22 employees worked at the corporate headquarters; plants were located in rural areas across the U.S. and the general manager of each...
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