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For WorldatWork Members ;Seeing the Unseen: Identifying Gender Bias in Employee Recognition , Workspan Daily Plus+ article; ;Women at Work — Bridging the Global Gap Year , Workspan Magazine article; ;Flexibility Is Vital for Top Leaders and Employees , Workspan Magazine article; ;The Power of Allyship in Facilitating Female Leadership in Healthcare , Workspan Magazine article; ;Returnships Open Doors to Experienced Talent , Workspan Magazine article; For Everyone ;How Employers Can Address Women’s Growing Job Dissatisfaction , Workspan Daily article; ;Recruiting Women Goes Beyond Compensation , Workspan Daily article; ;Research Reveals Need for Improved Promotional Processes with Parity , Workspan Daily article;Total Rewards ’25 , conference; Only 36% of women feel empowered to perform their best at work, according to the 2025 U.S.

But it can also open doors.

Transparent and frequent performance feedback with a focus on productivity not only motivates i-deal recipients to work hard and smart to deliver the bottom-line results, but also helps shape co-worker perceptions of whether the i-dealer is deserving, which can reduce potential inequity perceptions (Garg and Fulmer 2017).

Bivens, Josh and Ben Zipperer. 2018. “ The Importance of Locking in Full Employment for the Long Haul ."

This will lead to new work models that transcend traditional functions and organizational structures, opening the door to more fluid and dynamic ways of working.

.); ; Generation Z is particularly known for valuing learning opportunities and career development, and according to Forbes, “Gen Z want to learn their way up the career ladder and smart companies are providing the rungs” ( Perna 2021).

“The Sustainability of the Gig Economy Food Delivery System (Deliveroo, UberEATS and Just-Eat): Histories and Futures of Rebound, Lock-In and Path Dependency.”

“Smart Technology, Artificial Intelligence, Robotics and Algorithms (STARA): Employees’ Perceptions of Our Future Workplace.”

Locke, Edwin A., Generalizing from Laboratory to Field Settings.

These include goal-setting theory (Locke, Latham, and Erez 1988), which we discuss in our evidence review on performance management (CIPD 2016); and expectancy theory (Vroom 1964) and agency theory (Baiman 1982), which we discuss in our previous review of the behavioral science of rewards (Lupton, Rowe, and Whittle 2015).