Associate Professor of Marketing Selin Malkoc: "There is plenty of research which suggests that leisure has mental health benefits and that it can make us more productive and less stressed."

Research by Associate Professor of Marketing Selin Malkoc and her colleagues strongly indicates that believing or feeling like leisure activities or time spent relaxing is a “waste” results in more stress and depression, greater anxiety, and less happiness overall.

Research by Selin Malkoc, associate professor of marketing, shows that those who are skeptical of devoting time to having fun may feel more stress and less happiness than those who see value leisure activities.

As companies explore short- and long-term changes associated with returning to the office, Clinical Associate Professor of Management and Human Resources Larry Inks discusses how the workplace of the future will look like, what should it look like, and he draws an importan

Almost everyone feels jealous of a co-worker at some point. Tanya Menon, professor of management and human resources, shares how to work through those emotions and keep them from damaging your career.

Feeling a little anxious about returning to the workplace now that things are opening back up? Management and human resources expert Jasmine Hu has some answers that can put you more at ease.

Management and human resources experts Larry Inks and Ray Noe, the Robert and Anne Hoyt Designated Professor of Management and Human Resources at Fisher, add context to a survey conducted by the National Center for the Middle Market. They look at the importance and prevalence of various talent planning activities among middle market firms and assess overall talent planning performance and identifies challenge areas for middle market companies.

Why do videoconferences leave us feeling so tired? The answer, according to a team of researchers including Kate Keeler, assistant professor of management and human resources, may center on how connected we feel with others in our virtual meetings.

With personal and professional networks shrinking by as much as 16% during the pandemic, research is pointing to ways to help prevent us from withdrawing too much. A study by Tanya Menon, professor of management and human resources, says having a strong identity and core values can overcome the tendency to "turtle in."

A new study with ties to Ohio State details just how many working women are sacrificing their own careers to help with childcare during the pandemic. Associate Professor of Management and Human Resources Tracy Dumas discusses the disproportionality as well as ways employers can help accommodate employees who are responsible for childcare.

Envy is a natural human emotion, but it’s often misunderstood when it comes up at work. Professor of Management and Human Resources Tanya Menon discusses how drawing boundaries can help us handle competition, fear, and jealousy in our careers.

Faceless, top-down leadership has become stale, fake and ineffective. 2020 is the year smart managers realized they needed to be human too. Research from Management and Human Resources professor Jasmine Hu shows how servant leadership can be a powerful tool in how managers lead. 

As leaders navigate the workplace challenges that COVID-19 continues to present, Management and Human Resources Professor Jasmine Hu explores one style that effective managers can employ to help their teams cope and turn negative feelings into positive action.

In speaking with 17 former college athletes from 10 universities around the U.S. about their negative experiences with coaches, a pattern emerged of psychological and emotional abuse in women's sports. Ben Tepper, the Abramowitz Memorial Professor and chair of the Department of Management and Human Resources at Fisher College of Business, told Insider that college sports often provide "the perfect storm" of circumstances that can lead to abuse.

When we keep our goals to ourselves, we lack accountability. A study conducted by Howard Klein found that people showed a greater commitment to their goals and performance when they shared their goals with people of higher status.

Leaders who are attentive to employees' emotional needs and unite them around a common purpose could help reduce COVID-19-induced stress in the workplace, according to a study led by Associate Professor of Management and Human Resources Jasmine Hu. It concludes that "servant leadership" can even promote engagement.

As COVID-19 cases surged this spring, the pandemic led some people more than others to ponder their own mortality. A new study in China and the United States suggests that these people were the ones who showed the highest levels of stress and the least engagement at work. But the research also uncovered a bright spot: The right kind of boss can make a positive difference.

According to a recent study published in Journal of Personality and Social Psychology, there’s a reason why we tend to cheer for one person instead of a team. Researchers, including Fisher's Jesse Walker, found that people were more invested in the success of one athlete — in this case, Usain Bolt — as opposed to the success of his team.

Meet the researchers and thought leaders who have joined Fisher’s world-class faculty ahead of the 2020-21 academic year.

As part of the “There’s a Better Way” podcast, Aravind Chandrasekaran, associate director of the Center for Operational Excellence, talks with Tracy Dumas, associate professor of management and human resources, about how our personal and professional lives interface with one another. 

What makes for a good apology? You have to mean it, sure. But there’s a narrative structure that a good apology should follow. Roy Lewicki, professor emeritus of management and human resources, is an expert in the art of negotiation as well as rebuilding trust. He’s spent years researching the ideal apology, and he’s broken it down the perfect apology into six components.

The COVID-19 pandemic is putting some differences into stark relief, writes Management and Human Resources Professor Tanya Menon. Among them is how varying socioeconomic status impacts individuals' professional networks. For those facing job losses, these networks are more critical than ever. 

As workplaces begin to re-open and safety jumps to the forefront, research by Fisher's John Gray and his colleagues shows that ensuring workplace safety doesn't necessarily equate to the long-term survival of a business. In fact, companies that provide safe workplaces are more likely to go out of business than those that do not. 

A study by Ray Noe, the Robert and Anne Hoyt Designated Professor of Management and Human Resources at Fisher, and his colleagues discovered a link between informal learning, which is a common way employees pick up new skills that improve their job performance, and having fun at work.

From managing a new team or trying to motivate your crew to get them over the finish line, Fisher's Jasmine Hu shares insights into nine essential steps to building and leading a great team.