Human Resource Management (HRM) faculty study various areas in human resource management (e.g., recruitment, selection, performance appraisal, rewards) and organizational behavior (e.g., employee attitudes, occupational commitment, leadership, business ethics, emotions, organizational climate, corporate social responsibility) that advance understanding of high performing and healthy employees, teams (groups), organizations, and a sustainable workforce.
Our faculty publishes in outstanding journals such as the Academy of Management Review, Academy of Management Journal, Administrative Science Quarterly, Journal of Applied Psychology, Personnel Psychology, Organizational Science, Organizational Behavior and Human Decision Processes, Journal of Vocational Behavior, Journal of Business Ethics, Journal of Management, Academy of Management Learning & Education, Human Relations, and Journal of Organizational Behavior. Faculty serves as Guest Editors, Associate Editors, and Editorial Board Members for a number of prestigious scholarly journals in HRM and Organizational Behavior (OB), including several of the aforementioned journals.
HRM faculty aim to strengthen research agendas by further investigating important boundary conditions and underlying mechanisms, as well as systematically integrating multiple, related agendas using multi-level theory and methodology. HRM faculty find it important to further examine boundary conditions and various multi-level pathways that weaken and/or strengthen the impact of HR practices on employee and firm performance. HR practices can impact employee performance by directly impacting their skills, motivation, and involvement. However, line managers as HRM actors may facilitate or inhibit this process by adopting different implementation practices.
Research shows that HR practices impact firm performance by creating and maintaining necessary human capital resources. However, HRM faculty believe that different types of human capital resources may differentially contribute to financial performance by influencing different types of operational performance (e.g., innovation, labor productivity). HRM faculty think that the impact of HRM practices on organizational performance may be moderated by industry, economic-societal variables (e.g., economic recession, labor market conditions), and national cultures and geographical constraints. HRM faculty believes that the examination of these research questions provides clearer and more comprehensive accounts of how various HR practices impact employee and organizational performance. Finally, HRM faculty strive to address research questions that cut across multiple areas of human and organizational behavior as well as multiple levels of analysis.
Themes – The Global Impact of Fox School Research
Research is a top priority at the Fox School. Faculty and students across departments regularly make unique contributions that impact the academic world and the global business community, as well as society as a whole. Learn more about the important work done at Fox by exploring the following research themes.
At the micro level, faculty study ways to enhance employee performance (i.e., task performance, organizational citizenship behavior, lack of counterproductive work behavior), commitment (e.g., work ethics, organizational commitment, occupational commitment), and well-being (i.e., emotional labor, job and life satisfaction, work adjustment), in order to build high performing and healthy teams, organizations, and society at large. In particular, faculty members study recruitment, selection, and reward practices, occupational commitment, mindfulness, trust, anger, and cynicism. Theoretically, the HRM faculty seeks to elucidate employee-level explanatory mechanisms through which HRM practices enhance employee and firm performance. For instance, faculty is able to examine (a) employee human capital (e.g., ability, skills, knowledge and other job-relevant characteristics such as job experiences, personality, and vocational interest), (b) motivation (support, satisfaction, commitment, fit, affect), and (c) involvement (e.g., empowerment, participation, supportive job characteristics). Practically, this research helps managers to better hire, motivate, and engage employees for high performance via evidence-based HR practices. In aggregate, these practices lead to better employee adjustment, higher performance, and lower turnover. Enhanced employee performance forms the basis of higher labor productivity, which in turn increases firm profitability.
At the meso level of study focusing on effective team and organizational climates/cultures and leadership, HRM faculty recognizes its significant impact on team (group) and employee performance. Employees, individually and as a group, are better motivated to work harder and cooperate more when directed and supported by transformational and trustworthy leaders in environments that fit their personal characteristics (e.g. values, personality). Specifically, HRM faculty study various contributing factors for team performance such as leadership, incivility, trust in leadership, diversity, social norms, and organizational climates/cultures. Theoretically, this research sheds new light on how to create and maintain highly supportive work environments and effective teams by considering team composition, process, and output mechanisms. Practically, faculty in the HRM Department complete research which provides managers with ways to create and maintain a positive team and organizational culture, particularly by providing great insights into how to select team players and compose a high performance/commitment team (e.g., person-group fit, diversity within teams), what to consider in setting performance goals and expectations (e.g., team human capital, team task types), how to foster functional conflicts (e.g., task, process conflicts, emotion expression norms) and inhibit malfunctioned conflicts (e.g., relational conflicts, miscommunication, incivility), and how to better motivate employees as a group (e.g., trust, justice, and supportive climates).
At the macro level, HRM faculty study how to design sustainable and socially responsible practices that help organizations to attract, hire, and retain better talent and remain involved and conscientious of their larger communities and society. Organizations that assume social, ethical, and environmental responsibilities proactively tend to perform better and survive longer than other organizations. In particular, the faculty members study various ways to boost corporate social responsibility (e.g., diversity, vocational choice, reward systems) and measure the organizational and societal effectiveness of corporate societal responsibility (e.g., organizational performance, societal resource allocation). Theoretically, the HRM faculty’s research enhances understanding of organizational practices and policies that consider multiple stakeholders’ interests, leading to better organizational triple bottom lines: economic/financial, social/ethical, and environmental performance. This research shows that organizations that invest more in corporate social and environmental responsibilities perform better by creating better corporate images among their clients/customers, employees, and investors. Practically, research along this line suggests that organizations should invest more in corporate social and environmental responsibilities (e.g., corporate philanthropy, community involvement, energy conservation, preservation of environmental resources and biodiversity, environment friendly initiatives, fair income distribution, promotion of gender equality and workplace diversity) in order to thrive and survive.
Harold, C.M., Holtz, B.C., Griepentrog, B.K., Brewer, L., & Marsh, S.M. (2016). Investigating the effects of applicant justice perceptions on job offer acceptance. Personnel Psychology, 69, 199-227.
Oh, I.S., “Understanding commitment at work: A Meta-Analytic examination of the roles
of the five-factor model of personality and culture.” Journal of Applied Psychology,
(100:5), 2015, pp. 1542-1567.
Oh, I.S., “Correction for Range Restriction into Meta-Analysis Revisited: Improvements
and implications for organizational research.” Personnel Psychology, 2015.
Lindebaum, D. & Geddes, D. In Press, (available online). The place and role of (moral) anger in organizational behavior studies. Journal of Organizational Behavior.
Harold, C.M., & Holtz, B.C. (2015). The effects of passive leadership on workplace incivility. Journal of Organizational Behavior, 36, 16-38.
Holtz, B.C. From First Impression to Fairness Perception: Investigating the Impact of Initial Trustworthiness Beliefs. Personnel Psychology. (in press)
Harold, C.M., & Holtz, B.C. (in press). The Effects of Passive Leadership on Workplace Incivility. Journal of Organizational Behavior.
Dragoni, L., Oh, I.-S., Tesluk, P., Moore, O., VanKatwyk, P., and Hazucha, J. “Developing leaders’ strategic thinking through global work experience: The moderating role of cultural distance,” Journal of Applied Psychology, (99:5), 2014, pp. 867-882
Gonzalez-Mule, E., Mount, M. K., and Oh, I.-S. “A meta-analysis of the relationship between general mental ability and non-task performance,”Journal of Applied Psychology, (99:6), 2014, pp. 1222-1243.
Oh, I.-S., Guay, R.P., Kim, K., Harold, C.M., Lee, J., Heo, C., and Shin, K. “Fit happens globally: A meta-analytic comparison of the relationships of person-environment fit dimensions with work attitudes and performance across East Asia, Europe, and North America,” Personnel Psychology (67:1), 2014, pp. 99-152.
Oh, I.-S., Charlier, S. D., Mount, M. K., & Berry, C. M. The two faces of high self-monitors: Chameleonic moderating effects of self-monitoring on the relationships between personality traits and counterproductive work behaviors. Journal of Organizational Behavior, 35(1), 92-111.
Roth, P., Le, H., Oh, I.-S., Van Iddekinge, C., Buster, M., Robbins, S., and Campion, M. “Differential validity for cognitive ability tests in employment and educational settings: Not much more than range restriction?” Journal of Applied Psychology (99:1), 2014, pp. 1-20.
Andersson, L., & Calvano, L. Perceived mobility of impact: Global elites and the Bono effect. critical perspectives in international business. 2014.
Oh, I.S., “The antecedents and consequences of employee organizational cynicism: A
meta-analysis.” Journal of Vocational Behavior, 2013.
Chiaburu, D. S., Peng, A. C., Oh, I.-S., Banks, G.C., & Lomeli, L.C. The antecedents and consequences of employee organizational cynicism: A meta-analysis. Journal of Vocational Behavior, (83:2), 2013, pp. 181-197
Schmidt, F., and Oh, I.-S. “Methods for second order meta-analysis and illustrative applications,” Organizational Behavior and Human Decision Processes (121:2), 2013, pp. 204-218.
Oh, I.-S. Adverse impact is unlikely to be eliminated as long as cognitively loaded constructs are assessed. Industrial and Organizational Psychology: Perspectives on Science and Practice, 6(4), 506-508.
Blau, G., Petrucci, T. & McClendon, J. Correlates of Life Satisfaction and Unemployment Stigma and the Impact of Length of Unemployment on a Unique Unemployed Sample. Career Development International, 18(3), 257-280.
Blau, G., Petrucci, T. & McClendon, J. Exploring the Impact of Situational Background, Emotional, and Job Search Variables on Coping With Unemployment By Drinking Versus Considering Self-Employment. Journal of Workplace Behavioral Health, 28,212-233.
Harold, C.M., Uggerslev, K.L., & Kraichy, D. Recruitment and job choice (pages 47-72). In T.K.Y. Yu & D.M. Cable (Eds.) Oxford Handbook of Recruitment.
Holtz, B.C. & Harold, C.M. Interpersonal justice and deviance: The moderating effects of interpersonal justice values and justice orientation. Journal of Management, 39, 339-365.
Holtz, B.C. & Harold, C.M. The effects of leader consideration and structure on employee perceptions of justice and counterproductive work behavior. Journal of Organizational Behavior, 34, 492-519.
Blau, G. & Snell, C. Understanding Undergraduate Professional Development Engagement and Its Impact. College Student Journal, 47, 689-702.
Blau, G., Tatum, D.S. & Goldberg, C.W. Exploring Correlates of Burnout Dimensions in a Sample of Psychiatric Rehabilitation Practitioners: A Cross-Sectional Study. Psychiatric Rehabilitation Journal, 36(3), 166-172.
Blau, G., Monos, C. Boyer, E., Davis, K., Flanagan, R., Lopez, A. & Tatum, D. Injury-Forced Work Reduction Correlates for Massage Therapists and Bodywork Practitioners. International Journal of Therapeutic Massage & Bodywork, 6(3),1-8.
Holtz, B.C. Trust primacy: A model of the reciprocal relations between trust and perceived justice. Journal of Management, 39, 1891-1923.
Griepentrog, B., Harold, C., Holtz, B.+, Klimoski, R., and Marsh, S. “Integrating social identity and the theory of planned behavior: Predicting withdrawal from an organizational recruitment process,” Personnel Psychology (65:4), 2012, pp. 723-753.
Chiaburu, D., Oh, I.-S.+, Berry, C., Li, N., and Gardener, R. “The Five-Factor Model of personality traits and organizational citizenship behaviors: A meta-analysis,” Journal of Applied Psychology (96:6), 2011, pp. 1140-1166.
Dragoni, L., Oh, I.-S.+, VanKatwyk, P., and Tesluk, P. “Developing executive leaders: The relative importance of cognitive ability, personality, and the accumulation of executive work experience in predicting strategic thinking competency,” Personnel Psychology (64:4), 2011, pp. 829-864.
Le, H., Oh, I.-S.+, Robbins, S., Ilies, R., Holland, E., and Westrick, P. “Too much of a good thing? The curvilinear relationships between personality traits and job performance,” Journal of Applied Psychology (96:1), 2011, pp. 113-133.
Oh, I.-S.+, Wang, G., and Mount, M. “Validity of observer ratings of the Five-Factor Model of personality: A meta-analysis,” Journal of Applied Psychology (96:4), 2011, pp. 762-773.
Roth, P. L., Switzer, F. S., Van Iddekinge, C. H., and Oh, I.-S.+ “Toward better input matrices for conducting human resource management simulations,” Personnel Psychology, (64:4), 2011, pp. 899-935.
Geddes, D., & Stickney, L. L. 2011. The trouble with sanctions: Organizational responses to deviant anger displays at work. Human Relations. 41: 201-230.
Marks, M.M. & Harold, C.M. (2011). Who asks and who receives in salary negotiation. Journal of Organizational Behavior, 32, 371-394.
Calvano, L. & Andersson, L. 2010. Hitting the jackpot (or not): An attempt to extract value in Philadelphia’s casino controversy. Organization, 17(5): 583-597.
Deckop, J.R., Jurkiewicz C.L. & Giacalone R.A. 2010. Effects of Materialism on Work-Related Personal Well-Being. Human Relations 63 (7), 1007-1030.
Nolan, K.P. & Harold, C.M. Fit with what? The influence of multiple self- concept images on organizational attraction. Journal of Occupational and Organizational Psychology, 83, 645-662.