Australian Job Satisfaction

I’m pulling together some research for a longer post, but I came across a paper which merited a separate look by itself. Blanchflower and Oswald’s 2005 paper looked at reported satisfaction of folks in a range of countries, as a counterpart to the Human Development Index (HDI). Although Australia ranks highly on the HDI (now 2nd per the most recent data), they found that Australia performs poorly on a range of happiness indicators, particularly job satisfaction. Are we flipping the old stereotypes and becoming whinging Aussies, or are there other effects at play?

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It’s hard to find a humble CEO. Here’s why

Mariano L.M. Heyden, Monash University and Mathew Hayward, Monash University

Humility is the latest badge of virtue for those in positions of influence. From politicians, to executives, to chart-topping artists.

The idea of a humble CEO is a romantic departure from the greedy self-serving corporate hero. Rather, when faced with adversity, humble CEOs sacrifice their own interests for the greater good.

Studies echo the intuition that humble leaders are more modest, emotionally stable, and eager to learn. Unsurprisingly, they are less likely to display self-aggrandizing traits such as narcissism.

Perhaps most telling is the finding that companies and teams led by more humble individuals, perform better. But despite humility being good for business, it’s extremely difficult for CEOs to be genuinely humble.

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Unstructured Interviews Are Bad Predictors Of Candidate Performance

Perhaps the greatest technological achievement in industrial and organizational (I–O) psychology over the past 100 years is the development of decision aids (e.g., paper-and-pencil tests, structured interviews, mechanical combination of predictors) that substantially reduce error in the prediction of employee performance (Schmidt & Hunter, 1998). Arguably, the greatest failure of I–O psychology has been the inability to convince employers to use them.

Highhouse, 2008

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