Three Human Resource Management (HRM) professors from Temple University’s Fox School of Business recently co-authored a paper that was published in the December 2015 edition of the Journal of Employment Counseling. Dr. Tony Petrucci, Dr. Gary Blau, and Dr. John McClendon’s paper, titled, ‘’Effect of Age, Length of Unemployment, and Problem-Focused Coping on Positive Reemployment Expectations,” explores the impact of age, length of unemployment, and the coping behaviors on re-employment expectations during the great recession. Given the extreme nature of recession that began in 2008, every professional is inevitably vulnerable to the possibility of unemployment, the professors said. In President Obama’s recent State of the Union Address, delivered Jan. 13, 2016, he noted current job creation and a decreasing unemployment rate in America. Despite this, Obama recommended programs train the unemployed on how to get back into the job force as a strong investment for America’s future.
While most studies have focused on lower-level workers and on short-term unemployment, Petrucci, Blau, and McClendon felt compelled to examine higher-level employees and managers, and long-term unemployment.The professors sampled unemployed professionals of all ages who maintained different position levels within organizations prior to their unemployment, including vice presidents, high-ranking executives, middle management, hourly workers, supervisors, and more. The sample contained 65 percent long-term unemployed professionals, including 23 percent being unemployed for more than two years.“Our study found that length of unemployment, networking comfort, and job-search confidence were significant in a regression and age was not,” said Petrucci, the lead author for the study. “Regardless of age, if you are comfortable networking and have confidence in your ability to conduct an effective job search, you may have higher expectations for re-employment.”Conversely, the professors discovered that the longer one is unemployed, the less confidence one may have about the process of finding a new job and the lower one’s expectations for re-employment may become.
“Becoming unemployed can be very difficult for many workers, especially if they have dependents or have high-paying jobs,” Blau said.Upper-level employees often find it challenging to find comparable positions in their respective fields. The professors were in agreement with President Obama, that programs should be put in place to teach employees how to build transferable skills set, beyond what an employing organization provides.“If (a company is) suddenly downsized, it will be easier for job-loss victims to successfully cope with their new job search,” Blau said. “Very few workers are immune from sudden job loss.”Though a long period of unemployment generally leads to a pessimistic attitude, Petrucci also noted that training workers to be more optimistic about re-employment tends to lead to higher rates of re-employment.
Given the low level of unemployment, the professors aren’t currently planning to pursue this line of research again soon. However, their findings greatly expanded the literature on unemployment given its extremely unique sample population.
There’s an unlikely emotion that acts as the moral compass of a workplace. According to a researcher from Temple University’s Fox School of Business, it’s anger.
Dr. Deanna Geddes’ conceptual research delves into moral anger, an emotional expression that is geared toward the improvement of the human condition within the workplace. She and fellow researcher, Dr. Dirk Lindebaum of the University of Liverpool, (now Cardiff University), proposed a new definition for moral anger within their research paper, “The Place and Role of (Moral) Anger in Organizational Behavior Studies,” which was published online December 2015 in the Journal of Organizational Behavior.
The Chair of Fox’s Department of Human Resource Management, Geddes said employees potentially place at risk their jobs, careers, and companies for which they work when moral anger motivates actions that expose inappropriate circumstances at work.
Where moral anger varies from expressions of personal anger, she said, is in the identification of the subject who is suffering from workplace injustice and improprieties.
“It’s important to note that, with both moral anger and personal anger, social norms are violated and likely people were treated unfairly,” she said. “But instances of moral anger prompt action when you witness an incident that impacts someone else more than it impacts you. Speaking out on behalf of others is the core differentiator.
“Moral anger isn’t a self-serving type of anger expression. It’s the opposite. It’s someone’s response when another is being treated unfairly or being bullied, for example. Moral anger triggers corresponding action that is not intended to cause further harm, but instead to help repair the situation.”
Often an employee who expresses anger at work is viewed as “an out-of-control and hostile deviant,” Geddes notes. However, unless it’s a common occurrence, Geddes’s research found that those who express anger in the workplace are likely to be a company’s most-committed and most-loyal employees.
That’s because moral anger is a fairness-enhancing emotion, through which employees can act with the wellbeing of others in mind. Geddes said moral anger has the potential to restore equity, protect dignity, improve working conditions, and rectify damaging situations.
She and Lindebaum reviewed literatures on similar anger constructs, including those which pertained to moral outrage and moral conduct, to see how moral anger differentiated. Then, they reviewed literature pertaining to expressions of anger, to arrive at a more-practical “redefinition,” she said.
“Moral anger, by our definition, is not intended to avenge an individual person’s slights,” Geddes said. “It is to demonstrate that the human condition within an organizational environment can be improved. That’s truly the goal and the social function of moral anger – to defend those who are vulnerable.”
While money can’t buy happiness, access to technology is capable of producing that very result, researchers from Temple University’s Fox School of Business found.
The team of Fox School researchers examined the role played by information and communication technology (ICT), uncovering a link between it and personal well-being. Their research paper, titled, “Does information and communication technology lead to the well-being of nations? A country-level empirical investigation,” has been accepted for upcoming publication by top academic journal, MIS Quarterly.
Kartik Ganju, Fox School PhD candidate; Dr. Paul A. Pavlou, Milton F. Stauffer Professor of Management Information Systems; and Dr. Rajiv D. Banker, Merves Chair in Accounting and Information Technology comprised the Fox research team.
The team argued that the adoption of ICT by countries leads to an increase in levels of well-being of its citizens, and that doing so helps citizens develop social capital and achieve social equality.
The Fox research team grouped 110 countries into three categories (low ICT, medium ICT and high ICT). The researchers found that countries with low levels of ICT could increase the happiness levels of their citizens by giving them access to mobile telephone lines. Hence, countries with low levels of ICT may not have to invest in expensive fixed line networks to increase the level of their citizens’ happiness, but could “leap-frog” the adoption of these systems in favor of mobile telephones, to increase happiness.
Using the results of a Gallup World Poll survey, which measured the global well-being of individual nations, Fox researchers found that the adoption of ICT led to an increase in the well-being of its citizens. Moreover, they found that access to ICT gave individuals a voice, “and an opportunity to communicate with others like themselves,” Ganju said. ICT also impacted the health of a nation’s people, with newfound access to proper healthcare practices, the team said. The researchers also cited access to education and real-time information that ICT affords as additional benefits.
“Most people assume that by giving an individual a certain amount of money that you can make him or her happier, and we found that this is not the case,” Ganju said. “We found that it is not just the income of GDP of a country that renders happiness. Access to information and communication technology allows people to feel an interconnected bond with each other than cannot obtain with money.”
“Suddenly, people were being exposed to different markets and rates. This allowed them to better bargain and achieve more-favorable pricing scenarios,” said Pavlou, Fox School’s Associate Dean of Research, Doctoral Programs and Strategic Initiatives. “Regardless of a particular nation’s gross-domestic product, access to technology can amplify that country’s productivity and the well-being of its people,” Pavlou added. “ICT works to even the playing field between the wealthiest and poorest of nations.”