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.”
“Most research projects in my field take a couple years, during which we go through a continuous process of testing, learning, and refining ideas that will ultimately make it into the paper.” Making it onto paper is exactly what Fox School of Business PhD student, Soojung Han, has been able to achieve in her distinguished field, Human Resources Management and Organizational Behavior. Han has been able to seize her opportunities to the fullest and continues to be an example of what Fox has to offer.
Han who has not has just one, but three papers accepted this summer, is pleased to be in the company of a school and department that is determined to bring the ultimate best out of its students. “Everything about Fox is designed to allow students the opportunity to focus wholly on producing research,” Han said.
Being in an environment that offers a strong support system has allowed Han to collaborate with faculty members and develop new material, while learning to reach agreements and ultimately find the best solutions. “The faculty here are especially top-notch. My mentor and co-author, Dr. Crystal Harold (Paul Anderson Research Fellow) not only trains me in producing quality research, but also takes a personal interest in my professional future,” Han explained.
Although Han has had experience with faculty here at Fox, she continues to broaden her research activity with other collaborators. She recently co-authored with students from various institutions, “How I Get My Way. A Meta-Analytic Review of Research on Influence Tactics,” which was published in the Leadership Quarterly. This particular paper investigates the moderating effectiveness of 11 influence tactics between supervisors and subordinates, and how this relationship responds to these various directions.
“Our results indicate that certain influence tactics could be more effective than others. However, it should be noticed that the effective strategies do not always guarantee good outcomes. Thus, understanding the relative differences on outcomes can guide individuals to select and use appropriate tactics to achieve their goals at the workplace,” Han said. The meta-analysis aspect of the research has allowed Han and her co-authors to delve deeper beyond the typically inconsistent results concerning this study.
“I am grateful to have had the opportunity to work with such talented people on these projects, and I’m glad we have positive results to show for our efforts. I feel that the sense of accomplishment from these endeavors will further drive me to achieve in my future research work.” Han is in her 3rd year within the HROB department and with over four years of industry experience, she continues to make a mark for herself here at Temple’s Fox School of Business.
Sarah Diomande, SMC ‘18
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.”
Toward the end of an academic semester, students traditionally prepare to take final exams. However, students enrolled in Dr. Crystal Harold’s course at the Fox School of Business are undertaking projects centered on service and improving relationships in the Philadelphia community.
While offered at Fox, the course, titled The Leadership Experience: Leading Yourself, Leading Change, Leading Communities, is open to all honors students at Temple University.
Harold, an Associate Professor of Human Resource Management at Fox, said she created the human resource honors elective three years ago to help students learn the process of leading by organizing events that benefit the community. The course also focuses on reflection, assessment, and development on the core skill sets required of effective leaders. Throughout the semester, students are asked to identify their strengths and weaknesses as leaders in order to gain insight into their leadership evolution.
“I chose to have students focus their efforts on organizing a charitable or community-focused event for a couple of reasons,” Harold said. “First, the community aspect helps the students develop a greater appreciation for the community in which Temple University operates. Second, there is a growing interest among this generation of students engaging in social responsibility and community activism. This project not only teaches valuable lessons about both leadership and followership, but also appeals to the students’ desires to help.”
The student-led events include an April 17 charity 4-on-4 basketball tournament, to raise money for the Family Memorial Trust Fund of fallen Philadelphia Police Officer Robert Wilson III, who was killed March 5 in the line of duty.
“After hearing of the tragic passing of Officer Wilson, we decided to hold this event in order to provide his family with as much financial support as possible,” said Cameran Alavi, a senior mathematical economics major. “It’s a chance for us to come together and support a worthy cause, as well as honor the life of a great man who was loved by everyone he knew.”
Another group organized a Philly Block Clean-Up for April 18. Kevin Carpenter, an environmental science and biology double-major, said his group decided to focus on an event geared toward the improvement of environmental needs in the surrounding Temple University community.
“Having pride in the neighborhood, even though a lot of students aren’t permanent residents, is extremely important,” he said. “Making an environmental impact, helping the community at large and being able to connect with Philadelphia residents through environmental action is a great feeling.”
One group decided against hosting an event, and instead partnered with the People’s Paper Co-Op and Philadelphia Lawyers for Social Equity (PLSE) over the course of the Spring 2015 semester. People’s Paper Co-Op and PLSE offer free expungement clinics for those in the Philadelphia community who wish to clean up their criminal records and learn viable skills, like public-speaking or how to expand upon their professional networks, to help them re-enter the workforce. After sitting in on the clinics, group members will present their suggested areas of improvement on how to further develop the expungement program to the leadership of both the Co-Op and PLSE.
“One hardship of the criminal justice system is the challenge of re-entry for individuals trying to restart their lives,” said Jacob Himes, a junior double-majoring in Italian and lesbian, gay, bisexual and transgender studies. “Our group attends each clinic, volunteers and looks for avenues of improvement in the program.”
Fox School junior Sarika Manavalan’s group assembled an April 19 Bookdrive Benefit Concert, to benefit Treehouse Books. Treehouse Books is a non-profit organization in North Philadelphia that serves youth in the community by giving children the opportunity to enhance their literary skills by focusing on the importance of reading. The entry fee for the event is one children’s book, or a monetary donation in lieu of one.
Manavalan said Harold’s course has provided countless intangible lessons.
“You can learn about leadership skills in the classroom but it’s really when you work hands on with other people that you develop them,” said Manavalan, who is double-majoring in Marketing and Management Information Systems (MIS) at Fox. “Whether or not our events are successful, it’s more about creating your event from scratch and learning how to work with non-profit organizations and finding ways to benefit the community.”
Scheduled Event List
4-on-4 Basketball Tournament (benefitting the Officer Robert Wilson III Family Memorial Trust Fund)
Friday, April 17, 6-9 p.m.
Cost: $20 registration fee per team
Location: Pearson Hall Courts (3rd Floor), Temple University
Contact: Cameran Alavi, email@example.com
Bookdrive Benefit Concert (benefitting Treehouse Books)
Sunday, April 19, 7-8:30 p.m.
A professor from Temple University’s Fox School of Business found inspiration for her research in a rather unconventional place.
Inspired by the television show, Hoarders, Dr. Boyoun (Grace) Chae and co-author Dr. Rui (Juliet) Zhu found during a three-year research study that efficiency and persistence suffered among people whose work conditions were untidy.
Harvard Business Review recently featured the findings of their research study, which was originally published by the Journal of Consumer Research in April 2014.
“Hoarders, that’s where the idea started from,” said Chae, Assistant Professor of Marketing and Supply Chain Management at the Fox School. “It’s a critical issue in society. Think about why people really cannot throw things away. I think it’s a reflection on peoples’ preoccupation with what they have. People buy products and they have control over what they consume, but, ironically, people are overwhelmed with their possessions.”
Chae and Zhu, of the Cheung Kong Graduate School of Business in Beijing, China, exposed 100 test subjects to one of two work settings – either an organized desk, with papers and folders in order and shelves with properly arranged items, or an unorganized desk, with items strewn about carelessly.
Then, they conducted multiple tests during their research study. Among them was the persistence task, during which test subjects were required “to trace a geometric figure on a piece of paper without retracing any lines and without lifting the pencil from the paper,” they wrote. In their paper, Chae and Zhu describe the test as unsolvable. Subjects in the orderly office were one-and-a-half times more likely to stick with the task before quitting, Chae said. Those in the cleaner room attempted the challenge for an average of 1,117 seconds, while those in a disorganized setting gave up after an average of 669 seconds.
Other tests included: the stroop task, which measured the speed with which subjects could accurately respond to complex visual stimuli on a computer screen; and the willingness-to-pay task, another self-regulation measure which gauged the purchase intention of a subject with various products. Chae said subjects in the cleaner office responded to visual stimuli 10 to 15 percent more quickly than those in a more-chaotic room, “a quite significant finding,” she said.
“Writing a paper for a journal is purely academic, so to have our research appear in Harvard Business Review was a way for our research study and findings to be consumed by a much-wider audience,” Chae said. “We were delighted to take their call.”
A misunderstood emotion, anger plays a vital role in society, including the workplace, according to research by a professor from Temple University’s Fox School of Business.
Dr. Deanna Geddes’ research, which explores both the negative and positive aspects of emotions in the workplace, shows anger expression increasingly equated with verbal abuse or non-physical assault, rather than recognized for its social function of initiating necessary change by identifying improprieties and injustices.
Geddes’ workplace anger research was featured recently in the Financial Times. Along with her co-author Dr. Dirk Lindebaum, of the Management School at the University of Liverpool, Geddes co-chaired a showcase symposium titled, “In Defense of Anger: The Significance of an Under-Appreciated Moral Emotion” at the 74th Annual meetings of the Academy of Management which took place in Philadelphia.
Chair of Fox’s Human Resource Management department, Geddes in previous papers has proposed what she terms “a dual-threshold model” that clarifies when expression and suppression of the emotion is likely to produce positive or negative results.
For her latest research, she tapped into surveys conducted from 2003 to 2010 by the United Kingdom’s National Health Service (NHS). Following incidents it deemed aggressive and violent, the NHS – Europe’s top employer and the fifth-largest in the world – initiated policies to quell such activity, coinciding with the launch of an advertisement campaign to caution against perpetration of verbal or physical abuse with possible litigation or intervention by authorities.
Geddes said unfortunately the NHS’ designation of verbal abuse is so “loosely defined” that any undesirable anger expression, including raising one’s voice at a caregiver could qualify as verbal abuse or non-physical assault. Calling expressed anger abuse and assault, according to her, was simply inaccurate.
“Anger expression has no inherent intention to harm,” Geddes said. “In fact, it reflects the belief that the angry individual was harmed.”
Given the results of NHS’ survey, Geddes said some response to protect NHS workers from actual assault is completely justified, but NHS went overboard.
“The No. 1 reason given for a patient’s purported verbal abuse of an NHS employee was their mental health condition, closely followed by the length of time they had waited to see a health professional, or a problem understanding instructions, or even dissatisfaction with the service they were receiving,” Geddes said. “How can a health organization threaten to arrest someone because of a mental health condition, or because of their concern over the health condition of either themselves or another?”
Geddes defended anger expression that is not simply self-serving and reasoned that its functionality should remain dependent upon a particular situation, with those in positions of power doing all they can to assist and exercise forbearance toward the angry, distressed individual.Geddes said unintended consequences that carry a societal impact arise if consumers are not permitted to express even intense emotion and dissatisfaction with service providers.
“We’re seeing more instances of this in the airline industry where complaints toward flight attendants can be reclassified as terroristic threats and passengers are themselves threatened with police involvement once off a plane,” Geddes said. “It’s a fine line, I understand, because safety issues are always going to be important and we’re not saying people should yell at a service provider. But this is intriguing and scary, that zero tolerance policies are creating a homogenous, suppressive environment for human emotion.”
Research by a professor from Temple University’s Fox School of Business found that good vibes in the workplace, unfortunately, might be good for nothing.
Dr. In-Sue Oh’s research into organizational behavior and human resources found that organizational cynicism has a greater tendency to impact an employee’s job performance than does organizational trust.
Oh’s research is featured within a co-authored paper, titled, “Antecedents and Consequences of Employee Organizational Cynicism: A Meta-Analysis,” which was published in the Journal of Vocational Behavior and featured in Human Resource Executive Online.
So in this installment of the age-old battle good vs. bad, bad likely wins out.
“Organizational cynicism and organizational trust should be the opposite of each other, but what we found is that is not the case,” said Oh, an Associate Professor of Human Resource Management. “You may trust in your organization, but that does not mean you have a lot of positive experiences or that your job performance will improve, whereas organizational cynicism is almost always based upon tangible negative experiences and will lead to a reduction in effort and harming one’s job performance.”
Before reaching that conclusion, Oh and his co-authors had to delve into the two variables at play.
Organizational trust, Oh said, is “often based upon the lack of negative experiences at work, but not necessarily based upon the presence of positive experiences.” That is almost a complete juxtaposition of their definition of organizational cynicism, which is based solely upon negative experiences.
From there, Oh and his co-authors analyzed the responses of 9,186 employees of 34 organizations, within studies conducted between 1998-2011.
“What we found was mixed,” Oh said, “in that in predicting organizational commitment or an intent to leave the organization, organizational trust is more important than organizational cynicism. Good wins out, whereas in predicting job performance, the opposite was found.”
Another interesting finding, Oh said, was uncovered in a bid to determine whether cynical people are born or made. “They’re both born and made, we found,” Oh said, “but organizational mistreatment such as injustice and lack of support has a bigger influence on organizational cynicism than individual differences like cynical personality.”
Oh suggests companies adhere to careful hiring practices, in order to screen out cynical individuals who have negative and critical tendencies.
“However, perhaps what’s more important is the need to treat employees in a fair manner and to offer them proper support,” Oh said, “because the fact remains that cynical people can develop into nice people in the organization in which they work.”
Oh co-authored the paper with Dan S. Chiaburu and Laura C. Lomeli, of Texas A&M University; Ann C. Peng, of Michigan State University; and George C. Banks, of Virginia Commonwealth University.
Human beings are constantly engaging the five senses. But how does this sensory experience impact a consumer’s choice behavior?
This question was explored at the Fox School of Business’ first-ever sensory marketing conference, Understanding the Customer’s Sensory Experience. The conference was held on June 5th and 6th, at Alter Hall, home of Temple University’s Fox School of Business and School of Tourism and Hospitality Management.
The conference focused on the nature of the five human senses, their role in affecting consumer behavior and emotion, and their application within a range of settings, including product and service design.
Fox School of Business marketing professor Maureen Morrin and School of Tourism and Hospitality Management professor Daniel Fesenmaier co-hosted the event.
Attendees included marketing and tourism research experts, doctoral students studying within these disciplines, executives of marketing firms, and industry professionals responsible for developing and improving the consumer experience.
“One of the main goals was to bring together both academics and practitioners who are interested in sensory marketing,” Morrin, Director of the Fox School of Business’ Consumer Sensory Innovation Lab, said. “Just getting industry professionals involved and having them see what we’re working on and researching, and to see what their problems are, I think, is helpful.”
At least one conference attendee plans to take advantage of the partnerships the conference established.
“It was extremely stimulating to bring together academics, people from [the] industry and specialists within each category,” Stephen Gould, a marketing professor at Baruch College, said. “As a professor, I plan to follow up with at least one of the industry presenters who I met at the conference.”
The conference was sponsored by the Fox School of Business, the Department of Marketing and Supply Chain Management, and the National Laboratory for Tourism and eCommerce.
Events included a corporate panel led by executives from firms including Mane USA, Scents Marketing, ScentAir, and HCD Research. Another panel, composed of academic research laboratory directors, led discussions on how they established, operate, and fund their laboratories. Numerous research presentations were given, with topics ranging from multisensory processing, to product and packaging development.
Conference attendees left with many new ideas, thanks to the different perspectives offered by the presenters. Adriana Madzharov, of the Stevens Institute of Technology, felt that the combination of research presentations, corporate panels, and research laboratory discussions offered a unique and fulfilling experience.
“The conference presented a perfect combination and balance between these three very different approaches to studying sensory customer experiences,” Madzharov said. “Personally, the amount of knowledge and valuable contacts that I acquired in such a short time during the conference makes it for me the best professional experience so far.”
A focus on the people’s desire to be happy at work and at home. What happens instead is that they do things that make them unhappy, acting in ways and living values that undermine their happiness. At work, they not only act in ways that engender unhappiness, but they actively engage in ways that make others unhappy as well. How can we create happiness at work and at home without sacrificing our principles?