showSidebars ==
showTitleBreadcrumbs == 1
node.field_disable_title_breadcrumbs.value ==

Organisational Behaviour and Human Resources

URL Path for Pages
disciplines/organisational-behaviour-and-human-resources

LIM KIM SAN FELLOWSHIP FOR PHD STUDENTS
SINGAPORE MANAGEMENT UNIVERSITY

LEE KONG CHIAN SCHOOL OF BUSINESS

ORGANIZATIONAL BEHAVIOR AND HUMAN RESOURCES

Are you a PhD student who would be interested in spending anywhere from two weeks to about four weeks conducting research in Singapore with Singapore Management University’s Organisational Behaviour and Human Resources group? Or do you know of any such PhD students? The OBHR group at Singapore Management University’s Lee Kong Chian School of Business is planning to award a Lim Kim San Fellowship to PhD students who do research in the area of leadership, broadly defined (that is, topics relevant to leaders, including, but not limited to, decision making, negotiation, power, gender, justice, trust, ethics, mindfulness, creativity, and others). The fellow can expect close interaction with their OBHR faculty host and the OBHR group, a collegial environment, and life in an exciting city.

The ideal applicant will have successfully completed coursework and show great promise as a researcher. Qualified applicants are invited to submit an application, including all elements listed in the Application Procedure section below. The research proposal should be two to three pages single-spaced and describe a specific research project on which the applicant would like to collaborate with a specified LKS faculty host. The cover letter should list any other activities the applicant would like to undertake as a Lim Kim San Fellow, the duration they would like to spend at SMU, the SMU OBHR faculty they would like to collaborate with (their faculty host), as well as anything else they consider relevant. The duration of stay is flexible with a minimum period of two weeks and a recommended period of about four weeks. The starting date should be decided in discussion with the fellow’s faculty host, but the visit should be completed before March 31, 2025.

The successful applicant will carry the title "Lim Kim San Fellow" and will be an integral part of our very collegial OBHR group. Fellows will receive full financial support to cover airfare and accommodation expenses, as well as a per diem to cover daily living expenses. If required, a limited amount of research funding is available. Fellows will have access to our group’s subject pool, the school’s Behavioral Lab, and the university’s online survey system. Lim Kim San Fellows are expected to focus on advancing their research program while collaborating with SMU faculty. Note that there is no opportunity to complete coursework.

The successful applicant will join one of the most productive groups of OBHR researchers in Asia.  Our group is known for its collegiality, which has contributed to our faculty consistently publishing in top-tier OBHR journals. Our faculty regularly publish in top journals such as the Academy of Management Review, Academy of Management Journal, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organization Science, Strategic Management Journal, Proceedings of the National Academy of Sciences, Journal of Personality and Social Psychology, and Psychological Science.

Our OBHR faculty are listed on the SMU website. All of us are active researchers, whose interests include affect and well-being, organizational trust, ethics, creativity, leadership, cross-cultural and intercultural management, motivation, power, negotiation, justice, workplace proactivity, and organizational citizenship behaviors, performance appraisal and selection, knowledge management, and decision making, among other topics. 

The following faculty are accepting fellows in the current fellowship cycle: Professors Devasheesh BHAVE, Filip LIEVENS, Jared NAI, Jochen REB, Kenneth TAI, Nina SIROLA, Ronald BLEDOW and Roy CHUA.

APPLICATION PROCEDURE

We encourage you to submit the application material by 1 August 2024. Review of applications will start after the deadline and continue until the positions have been filled. Based on previous years, we anticipate informing applicants of the outcome in September.

Interested students may direct their questions to the program coordinator, Prof Michael Schaerer, at schaerer@smu.edu.sg, or to any OBHR faculty member they would like to work with during their visit (i.e., their faculty host). Interested candidates should send a cover letter, CV, proposal, sample publications (if any), and two reference letters electronically to Grace Tan (gracetan@smu.edu.sg).

SINGAPORE MANAGEMENT UNIVERSITY (SMU)

Singapore Management University’s vision is to be a premier university, internationally recognized for its world-class research and distinguished teaching. Incorporated in January 2000, SMU is a young, vibrant, US-style research university. We opened a new, US$250 million city campus in downtown Singapore in June 2005. Our faculty publish in the top international journals in their field, and SMU provides them with ample support to do so. Our teaching has already been recognized as distinctive within Asia, owing to our relatively small class sizes, our emphasis on experiential learning across the entire curriculum, and our emphasis on the building of leadership and organizational skills in addition to more technical skills.

LIVING IN SINGAPORE

Singapore is a vibrant, safe, modern, and cosmopolitan city-state with a multi-ethnic population of four million. With extensive nature parks (over 23% of the country is devoted to green space) and outdoor activities complementing a major metropolitan city, Singapore offers an ideal setting for work and play. As an indication of its quality, Singapore consistently ranks at or near the top ranking in Top 10-style lists for expatriates to live in. English is the language used for education, business, and government, with large segments of the population speaking Mandarin, Malay, and Tamil as second languages.

Singapore is a vibrant hub for business, playing host to 5,000 multinational companies; many of the Global 500 companies have located their Asia-Pacific headquarters in Singapore. Singapore is also considered a very family-friendly city, with excellent private and public schools. Being at a crossroads within Asia, Singapore offers a broad range of regional recreation and travel opportunities. Finally, and notably, Singapore is a culinary delight!

FACULTY POSITIONS IN OBHR

LEE KONG CHIAN SCHOOL OF BUSINESS

SINGAPORE MANAGEMENT UNIVERSITY

​​​​​​​

Singapore Management University’s Organisational Behaviour and Human Resources group invites applications for open-rank (Assistant/Associate/Full Professor) tenured/tenure-track faculty positions.

We seek candidates who are conducting rigorous, impactful, and interesting research in organisational behaviour and/or human resources. Candidates should have high-quality publishing and research records commensurate with the rank for which they are applying.

Successful candidates can expect excellent conditions for research and teaching, a collegial and supportive environment, and the experience of living, teaching, and conducting research in a dynamic and exciting region of the world.

SMU offers an internationally competitive compensation and research support package including relocation benefits and child education funding. 

For further information about the Organisational Behaviour and Human Resources group can be found at
/business/disciplines/organisational-behaviour-and-human-resources/welcome

General information about SMU can be found at www.smu.edu.sg

Application procedures 

All applications should be submitted using the following link: 

https://smucareers.taleo.net/careersection/smu_ext_ft/jobdetail.ftl?job=2400006G&tz=GMT+08:00&tzname=Asia/Singapore

A full application should be submitted by 19th August 2024. Applications should include (1) a letter with their research and teaching statements, (2) a CV, (3) three samples of research, (4) evidence of teaching ability, and (5) three letters of reference. All application materials should be uploaded as attachments under their profile via the system. (Reference letters can be uploaded as attachments under their profile via the system or sent directly to obhrcv@smu.edu.sg addressing the application to the OBHR Recruiting Committee.

Full Professors and established Associate Professors may send only a cover letter and CV to obhrcv@smu.edu.sg with the subject heading “Tenured Application” and will be considered on an ongoing-basis.



Michael Bashshur

Bashshur, M. R., Barclay, L. J., & Fortin, M. (2023). Of headlamps and marbles: A motivated perceptual approach to the dynamic and dialectic nature of fairness. Organizational Psychology Review.

Chintakananda, K., Diefendorff, J., Oc, B., Daniels, M., Greguras, G. & Bashshur, M.R. (2023). Leader-Expressed Humility: Development and Validation of Scales Based on a Comprehensive Conceptualization. Journal of Business Ethics, 1-18.


Oc, B., Chintakananda, K., Bashshur, M.R., Day, D. (2023). The study of followers in leadership research: A systematic and critical review, The Leadership Quarterly, 34 (1). 

Lyubykh, Z., Barclay, L. J., Fortin, M., Bashshur, M.R., Khakhar, M. (2022). Why, how, and when divergent perceptions become dysfunctional in organizations: A Motivated cognition perspective. Research in Organizational Behavior, 42.

Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2020). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125.

Oc, B., Bashshur, M. R., & Moore, C. (2019). Head above the parapet: How minority subordinates influence group outcomes and the consequences they face for doing so. Journal of Applied Psychology, 104(7), 929–945.

Oc, B., Moore, C., & Bashshur, M. R. (2018). When the tables are turned: The effects of the 2016 US Presidential election on in-group favoritism and out-group hostility. PloS one, 13(5), e0197848.

Barclay, L., Bashshur, M.R., & Fortin, M. (2017). Motivated cognition and fairness: Insights, integration, and creating a path forward. Journal of Applied Psychology, 102, 867-889.

Bashshur, M.R. & Oc, B. (2015). When voice matters: A multi-level review of the impact of voice in organizations. Journal of Management, 41, 1530-1554.

Oc, B., Bashshur, M.R., Daniels, M. A., & Greguras, G. J., & Diefendorff, J. M. (2015). Leader humility in Singapore. The Leadership Quarterly, 26, 68-80.

Oc, B., Bashshur, M. R., & Moore, C. (2014). Speaking truth to power: The effect of candid feedback on how individuals with power allocate resources. Journal of Applied Psychology, 100, 450-463.

Oc, B., & Bashshur, M. R. (2013). Followership, leadership and social influence. The Leadership Quarterly, 24, 919-934.

Cornelisson, G., Bashshur, M.R., Rode, J. & LeMenestrel, M.  (2013). Rules or consequences? The role of ethical mind-sets in moral dynamics. Psychological Science, 24, 482-488. 

Cojuharenco, I., Patient, D., & Bashshur, M.R. (2011). Seeing the “forest” or the “trees” of organizational justice: Effects of temporal perspective on employee concerns about unfair treatment at work.  Organizational Behavior and Human Decision Processes, 116, 17-31.

Bashshur, M.R., Hernández, A., & González-Romá, V. (2011). When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. Journal of Applied Psychology, 96, 558-573.

Bashshur, M.R. & Hernández, A., Piero, J.M. (2011). The Impact of Underemployment on Individual and Organizational Performance.  In Underemployment: Psychological, Economic, and Social Challenges (D. Maynard & D. Feldman, Eds.). New York: Springer.

Dalal, R. S., Bashshur, M.R., & Credé, M. (2010). The forgotten facet: Employee satisfaction with management above the level of immediate supervision. Applied Psychology: An International Review, 60, 183-209.

Credé, M., Bashshur, M. & Niehorster, S. (2010) Reference group effects in the measurement of personality and attitudes. Journal of Personality Assessment, 92, 390 – 399.

Rupp, D.E., Bashshur, M.R., & Liao, H (2007).  Justice climate, past, present, and future: Models of structure and emergence.  In Research in Multi-Level-Issues (F.J. Dansereau & F. Yamarino, Eds.), 6, 357-396. Oxford, U.K: Elsevier.

Rupp, D.E., Bashshur, M.R., & Liao, H. (2007). Justice climate: Consideration of source target, type, specificity and emergence.  In Research in Multi-Level-Issues (F.J. Dansereau & F. Yamarino, Eds.), 6, 439-459. Oxford, U.K: Elsevier.

Credé, M., Chernyshenko, S., Stark, S., Dalal, R. S., & Bashshur, M. R. (2007). Job satisfaction as a mediator:  An assessment of job satisfaction’s position within the nomological network.  Journal of Occupational and Organizational Psychology, 80, 515-538.

Rupp, D.E., Baldwin, A.M., & Bashshur, M.R. (2006).  Using developmental assessment centers to foster workplace fairness. Psychologist-Manager Journal, 9, 145-170.


Devasheesh Bhave

Fiset, J., & Bhave, D.P., Jha, N.  (2024). The Effects of Language-related Misunderstanding at Work. Journal of Management, 50, 347 – 379.

Fiset, J., & Bhave, D.P. (2021). Mind your language: The effects of linguistic ostracism on interpersonal work behaviors. Journal of Management, 47, 430 - 455.

Bhave, D.P., Teo, L.H., & Dalal, R.S. (2020).  Privacy at work: A review and a research agenda for a contested terrain. Journal of Management, 46, 127 – 164.

Bhave, D.P. & Lefter, A.M. (2018). The Other Side: Occupational Interactional Requirements and Work-Home Enrichment. Academy of Management Journal, 61, 139-164.

Lee, K-Y, Kim, E., Bhave, D.P., Duffy, M. (2016). Why victims of undermining become perpetrators of undermining: An integrative model. Journal of Applied Psychology, 101, 915-924.

Bhave, D. P., & Glomb, T.M. (2016). The role of occupational emotional labor requirements on the surface acting – job satisfaction relationship. Journal of Management, 42, 722-741.

Barnes, C.M., Lucianetti, L., Bhave, D.P., Christian, M. (2015). You wouldn’t like me when I’m sleepy: Leader sleep, daily abusive supervision, and work unit engagement. Academy of Management Journal, 58, 1419-1437.

Bhave, D.P. (2014). The invisible eye? Electronic performance monitoring and employee job performance. Personnel Psychology, 67, 605-635.


Ronald Bledow

Bledow, R., Kühnel, J., & Kuhl, J. (2024). Personality dynamics turn positive and negative mood into creativity. Journal of Personality.

Bader, B., Gielnik, M. M., & Bledow, R. (2023). How transformational leadership transforms followers’ affect and work engagement. European Journal of Work and Organizational Psychology, 32(3), 360-372.

Kühnel, J., Bledow R., & Kuonath, A. (2023). Overcoming Procrastination: Time Pressure and Positive Affect as Compensatory Routes to Action. Journal of Business and Psychology, 38, 803-819.

Kühnel, J., Bledow, R., & Kiefer, M. (2022). There is a time to be creative: The alignment between chronotype and time of day. Academy of Management Journal, 65, 218-247.

Bledow, R., Kühnel, J., Jin, M., & Kuhl, J. (2022). Breaking the chains: The inverted-u-shaped relationship between action-state orientation and creativity under low job autonomy. Journal of Management, 48, 905-935.

Gerpott, F., Bledow, R., & Kühnel, J. (2022). Inspire but don’t interfere: Managerial influence as a double-edged sword for innovation project success. Applied Psychology: An International Review, 71, 359–379.

*Gielnik, M., *Bledow, R., & Stark, M. (2020). A dynamic account of self-efficacy in entrepreneurship. Journal of Applied Psychology, 5, 487–505.
*Shared first authorship



Lievens, F., Lang, J. W., De Fruyt, F., Corstjens, J., Vandevijver, M., & Bledow, R. (2018). The predictive power of people's intra‐individual variability across situations: Implementing whole trait theory in assessment. Journal of Applied Psychology, 103, 753‐771.

Rosing, K., Bledow, R., Frese, M., Baytalskaya, N., Johnson Lascano, J., & Farr, J. (2018). The temporal pattern of creativity and implementation in teams. Journal of Occupational and Organizational Psychology, 91, 798‐822.

Kuehnel, J., Sonnentag, S., Bledow, R., & Melchers, C. (2017). The relevance of sleep and circadian misalignment for procrastination among shift workers. Journal of Occupational and Organizational Psychology, 91, 110‐133.

Kühnel, J., Zacher, H., De Bloom, J., & Bledow, R. (2017). Take a Break! Benefits of Sleep and Short Breaks for Daily Work Engagement. European Journal of Work and Organizational Psychology, 26, 481‐491.

Bledow, R., Carette, B., Kühnel, J., & Pittig., D. (2017). Learning from others’ failures: The effectiveness of failure stories for managerial learning. Academy of Management Learning and Education, 16, 39‐53.

Kühnel, J., Bledow, R., & Feuerhahn, N. (2016). When do you procrastinate? Sleep quality and social lag jointly predict self‐regulatory failure at work. Journal of Organizational Behavior, 37, 983-1002.

Bledow, R. (2013). Demand-perception and self-motivation as opponent processes: A response to Bandura and Vancouver. Journal of Management39, 14-26.

Bledow, R., Rosing K., & Frese, M. (2013). A dynamic perspective on affect and creativity. Academy of Management Journal, 56, 432-450.


Roy Chua

Chua, R.Y.J., *Zhao, N., *Han, M., (forthcoming) Cultural Tightness in Organizations: Investigating the Impact of Formal and Informal Cultural Tightness on Employee Creativity. Organizational Behavior and Human Decision Processes.

*Jin, M., & Chua, RY.J. (forthcoming) Which Idea to Pursue? Gender Differences in Novelty Avoidance During Creative Idea Selection. Organization Science.

Qin, X.; Chua, R.Y.J; Ling, T.; Chen, C. & Li W. (forthcoming). Gender bias in cultural tightness across the 50 U.S. states, its correlates and links to gender inequality in leadership and innovation. PNAS-Nexus, Vol 2 Issue 8, pg 238.

Chua, R. Y.J, Lim, J.H., & Wiruchnipawan, F. (forthcoming) Unlocking the Creativity Potential of Dialectical Thinking: Field Investigations of the Comparative Effects of Transformational and Transactional Leadership Styles. Journal of Creative Behavior, 56(2), 258-273.

Chua, R. Y.J. & Jin, M. (2020). Across the great divides: Gender dynamics influence how intercultural conflict helps or hurts creative collaboration. Academy of Management Journal, 63(3): 903-934. 

Chua, R. Y.J., Huang, K., & Jin, M. (2019). Mapping cultural tightness and its links to innovation, urbanization, and happiness across 31 provinces in China. PNAS - Proceedings of the National Academy of Sciences of the United States of America. View Details

Chua, R.Y.J. & Ng, K.Y. (2017). Not Just How Much You Know: Interactional Effect of Cultural Knowledge and Metacognition on Creativity in a Global Context. Management and Organization Review, 13(2): 281-300.

Chua R.Y.J. (2015). Innovating at cultural crossroads:  How multicultural social networks promote ideas flow and creativity. Journal of Management.

Chua, R., Roth, Y., and Lemoine, J. (2015). The impact of culture on creativity: How cultural tightness and cultural distance affect global innovation crowdsourcing work. Administrative Science Quarterly, 60, 189-227.

Chua, R.Y.J. (2013). The costs of ambient cultural disharmony: Indirect intercultural conflicts in social environment undermine creativity. Academy of Management Journal, 56 (6), 1545-1577. [Winner of Academy of Management Journal Best Article Award, 2013]

Chua, R.Y.J. (2012). Building effective business relationships in China. MIT Sloan Management Review, 53(4).

Chua, R.Y.J., Morris. M.W., & *Mor, S.  (2012)Collaborating across cultures: Cultural metacognition and affect-based trust in creative collaboration, Organizational Behavior and Human Decision Processes, 118, 116-131.

Cheng, C., Chua, R.Y.J., Morris, M.W., & Lee, L. (2012). Finding the right mix: How the composition of self-managing multicultural teams' cultural value orientation influences performance over time. Journal of Organisational Behavior,  33, 389-411.


Timothy Clark

Greatbatch, D. and Clark, T. (2018) Using Conversation Analysis for Business and Management Students. London: Sage.

Clark, T., Wright, M. and Ketchen, D. (2016) How to Get Published in the Best Management Journals. Aldershot: Edward Elgar.

Kipping, M. and Clark, T. (2012) The Oxford Handbook of Management Consulting. Oxford: Oxford University Press

Guthey, E., Clark, T. and Jackson, B. (2009) Demystifying Business Celebrities. London: Routledge.

Sturdy, A., Handley, K. and Clark, T. Fincham, R. (2009) Management Consultancy in Action – Relationships, Knowledge and Power. Oxford: Oxford University Press.


Shereen Fatimah

Fatimah, S., Lee, H., Ferris, L, & Young, H. 2024. A regulatory focus theory perspective on the dynamics between action and power. Forthcoming at Journal of Applied Psychology

Poulton, E., Lin, S., Fatimah, S., Ho, M., Ferris, L., & Johnson, R. 2023. My manager endorsed my coworkers’ voice: Understanding observers’ positive and negative reactions to managerial endorsement of coworker voice. Forthcoming at Journal of Applied Psychology.

Ferris, D. L., Fatimah, S., Liang, L. H., Lian, H., & Brown, D. J. 2019. Being sensitive to positives has its negatives: An approach/avoidance perspective on reactivity to ostracism. Organizational Behavior and Human Decision Processes, 152: 138-149.

Ferris, D. L., Yan, M., Lim, V. K. G., Chen, Y., & Fatimah, S. 2016. An approach-avoidance framework of workplace aggression. Academy of Management Journal, 59: 1777-1800. 

Spitzmuller, M., Sin, H. P., Howe, M., & Fatimah, S. 2015. Investigating the uniqueness and usefulness of proactive personality in organizational research – A meta-analytic review. Human Performance, 28: 351-379. 


Gary Greguras

Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2019). Humility breeds authenticity: How authentic leader humility shapes follower vulnerability and felt authenticity. Organizational Behavior and Human Decision Processes

Reb, J., Greguras, G. J. & Luan, S. H. (2018). Performance trends matter: But why, how, and when? Academy of Management Discoveries, 4 (4), 501-503.

Diefendorff, J.M., Greguras, G.J., & Fleenor, J. (2016.). Perceived emotional demands-abilities fit.  Applied Psychology, 65 (1), 2-37.

Schleicher, D. J., Smith, T. A., Casper, W. J., Watt, J. D. & Greguras, G. J. (2015). I's all in the attitude: The role of job attitude strength in job attitude-outcome relationships. Journal of Applied Psychology, 100 (4), 1259-1274.

Gabriel, A., Daniels, M.A., Diefendorff, J.M., & Greguras, G.J. (2015).  Emotional labor actors: A latent profile analysis of emotional labor strategies. Journal of Applied Psychology, 100 (3), 863-879.

Oc, B., Bashshur, M., Daniels, M.A., & Greguras, G.J., & Diefendorff, J.M. (2015). Leader humility in Singapore. The Leadership Quarterly, 26 (1), 68-80.

Paddock, E L., Ko, J., Cropanzano, R., Bagger, J., El Aklemi, A., Camerman, J., Greguras, G.J., Mladinic, A., Moliner, C., Nam, K., Tornblom, K. (2015).  Voice and culture: A Prospect Theory approach. Journal of Behavioral Decision Making, 28, 167-175.

Schleicher, D. J., Smith, T. A., Casper, W. J., Watt, J. D., & Greguras, G. J. (2015). It’s all in the attitude: The role of job attitude strength in job attitude – outcome relationships. Journal of Applied Psychology, 100, 1259-1274.

Daniels, M.A., & Greguras, G.J. (2014).  Exploring the nature of power distance:  Implications for micro- and macro-level theories, processes, and outcomes.  Journal of Management, 40, 1202-1229.

Gabriel, A., Diefendorff, J.M., Chandler, M., Moran, C.M, & Greguras, G.J. (2014).  The dynamic relationships of work affect with perceptions of fit.  Personnel Psychology, 67, 389-420.

Moran, C.M., Diefendorff, J.M., & Greguras, G.J. (2013).  Understanding emotional display rules at work and outside of work: The effects of country and gender.  Motivation and Emotion, 37, 323-334.

Greguras, G.J., & Diefendorff, J.M. (2010).  Why does proactive personality predict employee life satisfaction and behaviors?  A field investigation of the mediating role of the self-concordance model.  Personnel Psychology, 63, 539-560.

Reb, J., & Greguras, G. J. (2010).  Understanding performance ratings:  Dynamic performance, attributions, and rating purpose.  Journal of Applied Psychology, 95, 213-220.

Diefendorff, J.M., & Greguras, G.J. (2009).  Contextualizing emotional display rules:  Taking a closer look at targets, discrete emotions, and behavioral responses.  Journal of Management, 35, 880-898.

Greguras, G.J., & Diefendorff, J.M. (2009).  Different fits satisfy different needs:  Linking person-environment fit to employee commitment and performanc using self-determination theory.  Journal of Applied Psychology, 94, 465-477.

Highhouse, S., Brooks, M.E., & Greguras, G.J. (2009).  An organizational impression management perspective on the formation of corporate reputations. Journal of Management, 35, 1481-1493.

Slaughter, J.E., & Greguras, G.J. (2009).  Initial attraction to organizations: The influence of trait inferences.  International Journal of Selection and Assessment, 17, 1-18.

Brutus, S., & Greguras, G.J. (2008).  Self-construals, motivation, and feedback-seeking behaviors.  International Journal of Selection and Assessment, 16, 282-291.

Reb, J., & Greguras, G.J. (2008).  Dynamic performance and the performance-performance rating link. Industrial and Organizational Psychology:  Perspectives on Science and Practice, 194-196.

Slaughter, J., & Greguras, G. J. (2008).  Bias in performance ratings:  Clarifying the role of positive versus negative escalation.  Human Performance, 21, 414-426.


Filip Lievens

De Corte, W., Sackett, P. R., & Lievens, F. (in press). A comprehensive examination of the cross-validity of Pareto-optimal vs. fixed weights selection systems in the bi-objective selection context. Journal of Applied Psychology.

Li, H., Fan, J., Zhao, G., Wang, M., Zheng, L., Meng, H., Weng, Q., Liu, Y., & Lievens, F. (in press). The role of emotions as mechanisms of mid-test warning messages during personality testing: A field experiment. Journal of Applied Psychology.

Rockstuhl, T. & Lievens, F. (2021). Prompt-specificity in scenario-based assessments: associations with personality vs. knowledge and effects on predictive validity. Journal of Applied Psychology, 106, 129-139.

Zhang, L., Van Iddekinge, C. H., Arnold, J. D., Roth, P. L., Lievens, F., Lanivich, S. E., & Jordan, S. L. (2020). What’s on job seekers’ social media sites? A content analysis and effects of structure on recruiter judgments and predictive validity. Journal of Applied Psychology, 105, 1530–1546.

Schäpers, P., Mussel, P., Lievens, F., König, C.J., Freudenstein, J.P, & Krumm, S. (2020). The role of situations in Situational Judgment Tests: Effects on construct saturation, predictive validity, and applicant perceptions. Journal of Applied Psychology, 105, 800-818.

Dalal, R.S., Balca, A.B., & Lievens, F. (2020). Within-person job performance variability over short timeframes: Theory, empirical research, and practice. Annual Review of Organizational Psychology and Organizational Behavior, 7, 421-449.

Lievens, F., Sackett, P. R., Dahlke, J., Oostrom, J. K., & De Soete, B. (2019). Constructed response formats and their effects on minority-majority differences and validity. Journal of Applied Psychology, 104, 715-726.

Ingold, P.V., Dönni, M., & Lievens, F. (2018). A dual-process theory perspective to better understand judgments in assessment centers: The role of initial impressions for dimension ratings and validity. Journal of Applied Psychology, 103, 1367-1378.

Lievens, F., Lang J., De Fruyt, F., Corstjens, J., Van de Vijver, M., & Bledow. R. (2018). The predictive power of people's intraindividual variability across situations: Implementing whole trait theory in assessment. Journal of Applied Psychology, 103, 753-771.

Sackett, P. R., Lievens, F., Van Iddekinge, C., & Kuncel, N. (2017). Individual differences and their measurement: A review of 100 years of research. Journal of Applied Psychology102, 254-273.

Lievens, F., & Sackett, P.R. (2017). The effects of predictor method factors on selection outcomes: A modular approach to personnel selection procedures. Journal of Applied Psychology, 102, 43-66.

Oliver, T., Hausdorf, P., Lievens, F., & Conlon, P. (2016). Interpersonal dynamics in assessment center exercises: Effects of role player portrayed disposition. Journal of Management, 42, 1992-2017.

Windscheid, L., Bowes-Sperry, L., Kidder, D., Cheung, H.K., Morner, M., & Lievens, F. (2016). Actions speak louder than words: Perceptions of diversity mixed messages. Journal of Applied Psychology, 101, 1329-1241.

Lievens, F., & Slaughter, J.E. (2016). Employer image and employer branding: What we know and what we need to know. Annual Review of Organizational Psychology and Organizational Behavior, 3, 407-440.


Thomas Menkhoff

Kyong Jin Shim; Thomas Menkhoff; Ying Qian Teo; Clement Shi Qi Ong (2023). “Assessing the Effectiveness of a Chatbot Workshop as Experiential Teaching and Learning Tool to Engage Undergraduate Students”. Education and Information Technologies, Vol. 28, pp. 16065–16088. https://link.springer.com/article/10.1007/s10639-023-11795-5

Future-proofing Students in Higher Education with Unmanned Aerial Vehicles Technology: A Knowledge Management Case Study, by Thomas MENKHOFF, Siew Ning KAN, Eugene K. B. Tan, Shaohui FOONG, 2022, Knowledge Management & E-Learning: An International Journal, Vol. 14 (2), 223-244.

“Getting Undergraduates Ready for China’s Belt and Road Initiative (BRI) through an Overseas Experiential Learning Project”, by Andrew CHIN, Thomas MENKHOFF, Hans-Dieter EVERS, H.H. GN, Kevin KOH, C.W. LEE, Patrick LOH, L. LOW, S. TAN, T.S. TEO and N. YAP, 2021, China and the World: Ancient and Modern Silk Road, Vol. 4 (3), 1-36.

Enhancing Students’ Global Competence through International Business Study Missions, by Mark CHONG, Benjamin K.S. GAN and Thomas MENKHOFF, 2021, Journal of International Education in Business.

Flipping a course on entrepreneurial leadership in ethnic Chinese business: A mobile learning perspective, by MENKHOFF, Thomas. (2018). Asian Journal of the Scholarship of Teaching and Learning, 8 (2), 36-55.

China’s Belt and Road Initiative and ASEAN’s maritime clusters, by EVERS, Hans-Dieter; MENKHOFF Thomas. (2018). Southeast Asian Social Science Review, 3 (2), 8-29.

China's Belt and Road Initiative and ASEAN's maritime cluster, by EVERS, Hans-Dieter; MENKHOFF, Thomas. (2018). Southeast Asian Social Science Review, 3 (2), 8-29.

‘TweetBoard’: A case study of developing a micro-blogging platform for higher education, by HSU, Joyce Shao Cheh; GAN, Benjamin; LEE, Jin; LIM, Sheryl Shu Hui; LIM, Jeremy Xie Yan; MENKHOFF, Thomas; TAN, Sherman Si Xian; WOODARD, C. Jason; YAP, Qiu Cheng. (2016). International Journal of Social Media and Interactive Learning Environments, 4 (4), 305-318.

Thomas Menkhoff, Tan Gan Hup, Gary Pan & Kan Siew Ning. Mastering the Acquisition of Future Work Skills through Project-based Learning in a Smart City Course (with a X-Factor), 01/2017, Innovations in Education and Teaching International.

HSU, Joyce H.C.; GAN, Benjamin K. S.; JIN, Le; LIM, Sheryl S.H.; LIM, Jeremy X.Y.; MENKHOFF, Thomas; TAN, Sherman S.X.; WOODARD, Jason; YAP, Qiu C. TweetBoard – A Case Study of Developing a Micro-Blogging Platform for Higher Education, 12/2016, International Journal of Social Media and Interactive Learning Environments, 4, 4, 305 - 318.

MENKHOFF, Thomas; CHAY, Yue Wah; BENGTSSON, Magnus Lars; WOODARD, C. Jason; GAN, Benjamin Kok Siew. Incorporating Microblogging (“Tweeting”) in Higher Education: Lessons Learnt in a Knowledge Management Course", 2015, 51, Computers in Human Behavior, 1295-1302.

Thomas MENKHOFF and Yue Wah CHAY. Fostering the Learning Capacity of Small-Scale Ethnic Chinese Business Organizations: An Exploratory Study, 2014, 5, 2, International Journal of Asian Business and Information Management, 41- 58.

Thomas MENKHOFF and Magnus Lars BENGTSSON. Engaging Students in Higher Education Through Mobile Learning: Lessons Learnt in a Chinese Entrepreneurship Course, 2012, 11, Educational Research for Policy and Practice, 225-242.

Thomas MENKHOFF, Tze Yian THANG, Yue Wah CHAY, and Yue Kee WONG. Using Web-Based ICT in Learning: A Case Study of a Knowledge Management Programme, 2011, Journal of Information and Knowledge Management Systems.

Thomas MENKHOFF, Yue Wah CHAY, Benjamin LOH, and Hans-Dieter EVERS. Exploring the Antecedents of Knowledge Outcomes in Organizational Settings: An Empirical Study, 2010, 4, 1, International Journal of Knowledge Management Studies, 65-79.

H.-D. EVERS, S. GERKE, and Thomas MENKHOFF. Knowledge Clusters and Knowledge Hubs: Designing Epistemic Landscapes for Development, 2010, 14, 5, Journal of Knowledge Management, 678-689.

Menkhoff, T. and Hoon, C. Y. (eds). Introduction: Chinese Philanthropy between Continuity and Change, in: Chinese Philanthropy in Asia between Continuity and Change, 2010, Vol. 24, Numbers 1 & 2, pp. 1-12, Special Issue of Journal of Asian Business.

Thomas MENKHOFF, S. GERKE, and H.-D. EVERS. Knowledge and Development in Singapore - Trends and Propositions (in German: Wissen und Entwicklung in Singapur - Trends und Thesen), 2009, 112 (July), ASIEN - The German Journal on Contemporary Asia, 31-51.

Thomas Menkhoff and Chay, Yue Wah. “Technological Change Management Strategies in Asian Small-Scale Businesses”, International Quarterly for Asian Studies, Vol. 39, No. 3-4, 2008, pp. 305-324.

Hans-Dieter Evers, Solvay Gerke and Thomas Menkhoff. Tri thuc va phat trien - nhung chien luoc xay dung xa hoi tri thuc [Knowledge and Development - Strategies of Knowledge-based Society Building ], Tap chi khoa hoc xa hoi (Journal edited by Vietnamese Academy of Social Sciences), No. 6, 2008, pp. 74-80.

Thomas Menkhoff. “ Singapore (in German)”, Bielefeld : Peter-Rump-Verlag (1993), 2008, 5th edition, 287 pages.

Hans-Dieter Evers and Thomas Menkhoff “Strategic Groups in a Knowledge Society: Knowledge Elites as Drivers of Biotechnology Development in Singapore”, Hans-Dieter Evers, Solvay Gerke, and Anna-Katharina Hornidge (eds.), The Straits of Malacca – Knowledge and Diversity. Berlin, London, Penang : LIT Verlag / Straits G.T., 2008, pp. 85-97 (ISBN 978-3-8258-1383-3).

Thomas Menkhoff, Patrick H M Loh, Chua Sin Bin, Hans-Dieter Evers and Chay Yue Wah “Knowledge-Transfer Across the Straits of Malacca: Riau Vegetables for Singapore Consumers”, Solvay Gerke, Hans-Dieter Evers and Anna-Katharina Hornidge (eds.), The Straits of Malacca – Knowledge and Diversity . Berlin , London, Penang : LIT Verlag / Straits G.T., 2008, pp. 99-111 (ISBN 978-3-8258-1383-3).

Thomas Menkhoff “Knowledge Management in Singapore”, Asia Productivity Organization (APO), Knowledge Management in Asia : Experience and Lessons. Report of the APO Survey on the Status of Knowledge Management in Member Countries. Tokyo : APO, 2008, pp.319-332 (ISBN: 92-833-2382-3).

Thomas Menkhoff Case Study Knowledge Management at “Qian Hu Corporation Limited”, Asia Productivity Organization (APO), Knowledge Management in Asia : Experience and Lessons. Report of the APO Survey on the Status of Knowledge Management in Member Countries. Tokyo : APO, 2008, pp. 177-192 (ISBN: 92-833-2382-3).


Jared Nai

Nai, J., Lin, Y, Kotha, R., & Vissa, B. (2022). A Foot in the Door: Field-experiments on Entrepreneurs’ Network Activation Strategies for Investor Referrals. Strategic Management Journal.

*Masters-Waage T. C., *Nai J., *Reb J., *Sim S., Narayanan J., & Tan N. (2021). Going far together by being here now: Mindfulness increases cooperation in negotiations. Organizational Behavior and Human Decision Processes.

Nai, J., Kotha, R., Narayanan, J., & Puranam, P. (2020). Transparency and Fairness in Organizational Decisions: An Experimental Investigation using the Paired Ultimatum Game. Strategy Science.

Nai, J., Narayanan, J., Hernandez, I., & Savani, K. (2018). People in more diverse neighborhoods are more prosocial. Journal of Personality and Social Psychology.

Yam, K. C., Christian, M., *Wu, W., *Liao, Z. Y., & *Nai, J. (2018). The mixed blessing of leader sense of humor: Examining costs and benefits. Academy of Management Journal.

(* indicates equal authorship)


Burak OC

Oc, B., & Kouchaki, M. (2023). The More the Merrier: How Psychological Standing and Work Group Size Explain Managers’ Willingness to Communicate about Unethical Conduct in their Work Group. Journal of Business Ethics, 1-12.

†Oc, B., †Chintakananda, K., Bashshur, M. R., & Day, D. V. (2023). The study of followers in leadership research: A systematic and critical review. The Leadership Quarterly, 34(1), 101674.

Carpini, J. A., & Oc, B. (2022). Contextualizing the organizational mindset. Industrial and Organizational Psychology, 15(3), 403-407.

Oc, B., Netchaeva, E., & Kouchaki, M. (2021). It’s a man’s world! The role of political ideology, gender role attitudes, and threat in the early stages of leader recruitment. Organizational Behavior and Human Decision Processes, 162, 24-41.

Oc, B., Daniels, M. A., Diefendorff, J. M., Bashshur, M. R., & Greguras, G. J. (2020). Humility breeds authenticity: How leader authentic humility shapes follower vulnerability and authenticity. Organizational Behavior and Human Decision Processes, 158, 112-125.

Oc, B., Bashshur, M. R., & Moore, C. (2019). Head above the parapet: How minority subordinates influence group outcomes and the consequences they face for doing so. Journal of Applied Psychology, 104(7), 929-945.

Oc. B., Moore, C., & Bashshur, M. R. (2018). When the tables are turned: The effects of the 2016 U.S. Presidential election on in-group favoritism and out-group hostility. PloS One, 13(5), e0197848.

Oc, B. (2018). Contextual leadership: A systematic review of how contextual factors shape leadership and its outcomes. The Leadership Quarterly, 29(1), 218-235.

Oc, B., Bashshur, M. R., & Moore, C. (2015). Speaking truth to power: The effect of candid feedback on how individuals with power allocate resources. Journal of Applied Psychology, 100(2), 450-463.

†Bashshur, M. R., & †Oc, B. (2015). When voice matters: A multi-level review of the impact of voice in organizations. Journal of Management, 41(5), 1530-1554.

Oc, B., Bashshur, M. R., Daniels, M. A., Greguras, G. J., & Diefendorff, J. M. (2015). Leader humility in Singapore. The Leadership Quarterly, 26(1), 68-80.

Oc, B., & Bashshur, M. R. (2013). Followership, leadership, and social influence. The Leadership Quarterly, 24(6), 919-934.

† equal contribution


Marko Pitesa

Tai, K., Liu, Y., Pitesa, M., Lim, S., Kwan, T.Y., Arvey, R. (2021) Fit to be good: Physical fitness is negatively associated with deviance. Journal of Applied Psychology.

Nault, K., Pitesa, M., Thau, S. (2020) The attractiveness advantage at work: A cross-disciplinary integrative review. Academy of Management Annals.

Derfler-Rozin, R., Pitesa, M. (2020) Motivation purity bias: Expression of extrinsic motivation undermines perceived intrinsic motivation and engenders bias in selection decisions. Academy of Management Journal.

Pitesa, M., Pillutla, M.M. (2019) Socioeconomic mobility and talent utilization of workers from poorer backgrounds: The overlooked importance of within-organization dynamics. Academy of Management Annals.

He, T., Derfler-Rozin, R., Pitesa, M. (2019) Financial vulnerability and the reproduction of disadvantage in economic exchanges. Journal of Applied Psychology.

Baker, B., Derfler-Rozin, R., Pitesa, M., Johnson, M. (2019) Stock market responses to unethical behavior in organizations: An organizational context model. Organization Science.

Pitesa, M., Goh, Z. Thau, S. (2018). Mandates of dishonesty: The psychological and social costs of mandated attitude expression. Organization Science.

Sirola, N., Pitesa, M. (2018) The macroeconomic environment and the psychology of work evaluation. Organizational Behavior and Human Decision Processes.

Lee, M., Pitesa, M., Pillutla, M.M., Thau, S. (2018) Perceived entitlement causes discrimination against attractive job candidates in the domain of relatively less desirable jobs. Journal of Personality and Social Psychology.

Pitesa, M., Thau, S. (2018) Resource scarcity, effort, and performance in physically demanding jobs: An evolutionary explanation. Journal of Applied Psychology.

Pitesa, M., Thau, S., Pillutla, M.M. (2017) Workplace trust as a mechanism of employee (dis)advantage: The case of employee socioeconomic status. Research in Organizational Behavior. 

Lee, M., Pitesa, M., Pillutla, M.M., Thau, S. (2017) Male immorality: An evolutionary account of sex differences in unethical negotiation behavior. Academy of Management Journal.

Sirola, N., Pitesa, M. (2017). Economic downturns undermine workplace helping by promoting a zero-sum construal of success. Academy of Management Journal.


Jochen Reb

Reb, J., Luan, S., & Gigerenzer, G. (2024). Smart management: How simple heuristics help leaders make good decisions in an uncertain world. MIT Press

Tan, N., Peters, E. K., & Reb, J. (2023). Effects of a mindfulness-based leadership training on leadership behaviors and effectiveness. Mindfulness

Kay, A., Masters-Waage, T. C., Reb, J., & *Vlachos, P. (2023). Mindfully outraged: Mindfulness increases deontic retribution for third-party injustice. Organizational Behavior and Human Decision Processes.

Gigerenzer, G., Reb, J., & Luan, S. (2022). Smart heuristics for individuals, teams, and organizations. Annual Review of Organizational Psychology and Organizational Behavior, 9, 171–98. DOI: 10.1146/annurev-orgpsych-012420-090506. Full text

Masters-Waage, T. C., Reb, J., Tov, W., & Bandara, U. (2022). An initial examination of state and longitudinal effects of loving-kindness practice on affective and motivational states at work. Mindfulness, 13, 174–187. Full text

Wihler, A., Hüsheger, U., Reb, J., & Menges, J. (2022). It’s so boring – or is it? Examining the role of mindfulness for work performance and attitudes in monotonous jobs. Journal of Occupational and Organizational Psychology, 95(1), 131–154. Full text

Shaffakat, S., Otaye-Ebede, L., Reb, J., Chandwani, R., & Vongswasdi, P. (2022). Mindfulness attenuates both emotional and behavioral reactions following psychological contract breach: A two-stage moderated mediation model. Journal of Applied Psychology, 107(3), 425–443. Full text

Masters-Waage, T. C., Nai, J., Sim, S., Reb, J., Narayanan, J., & Tan, N. (2021). Going far together by being here now: Mindfulness increases cooperation in negotiations. Organizational Behavior and Human Decision Processes, 167, 189-205. Full text

Dietl, E., & Reb, J. (2021). Examining mindful self-regulated attention and political skill as antecedents of leader authenticity and leadership effectiveness. Human Relations, 74(4), 473-501. Full text

Howes, S. S., Kausel, E. E., Jackson, A.T., & Reb, J. (2020). When and why narcissists exhibit greater hindsight bias and less perceived learning. Journal of Management, 46(8), 1498-1528. Full text 

Reb, J., Allen, T., & Vogus, T. (2020). Mindfulness arrives at work: Deepening our understanding of mindfulness in organizations. Organizational Behavior and Human Decision Processes, 159, 1-7. Full text

Luan, S., Reb, J., & Gigerenzer, G. (2019). Ecological rationality: Fast-and-frugal heuristics for managerial decision making under uncertainty. Academy of Management Journal, 62, 1735–1759. Full text

Reb, J., Narayanan, J., Chaturvedi, S., & Kudesia, R. (2019). Leader mindfulness and employee performance: A sequential mediation model of LMX quality, interpersonal justice, and employee stress. Journal of Business Ethics, 160, 745-763. Full text

Ferris, D. L., Reb, J., Lian, H., Sim, S., & Ang, D. (2018). What goes up must… keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance. Journal of Applied Psychology, 103, 347-358. Full text

Luan, S., & Reb, J. (2017). Fast-and-frugal trees as noncompensatory models of performance-based personnel decisions. Organizational Behavior and Human Decision Processes, 141, 29–42. Full text

Reb, J., Narayanan, J., Chaturvedi, S, & Ekkirala, S. (2017). The mediating role of emotional exhaustion in the relationship of mindfulness with turnover intentions and job performance. Mindfulness, 8(3), 707-716. Full text

Reb, J., & Atkins, P. W. B. (Eds.). (2015). Mindfulness in organizations: Foundations, research, and applications. Cambridge, UK: Cambridge University Press.

Reb, J., Narayanan, J., & Ho, Z. W. (2015). Mindfulness at work: Antecedents and consequences of employee awareness and absent-mindedness. Mindfulness, 6(1), 111-122. Full text

Reb, J., Narayanan, J., & Chaturvedi, S. (2014). Leading mindfully: Two studies on the influence of supervisor trait mindfulness on employee well-being and performance. Mindfulness, 5(1), 36-45. Full text

Reb, J., & Narayanan, J. (2014). The influence of mindful attention on value claiming in distributive negotiations: Evidence from four laboratory experiments. Mindfulness, 5(6), 756-766. Full text

Connolly, T., Reb, J., & Kausel, E. E. (2013). Regret salience and accountability in the decoy effect. Judgment and Decision Making, 8(2), 136-149. Full text

Barnes, C. M., Reb, J., & Ang, D. (2012). More than just the mean: Moving to a dynamic view of performance-based compensation. Journal of Applied Psychology, 97, 711-718. Full text

Connolly, T., & Reb, J. (2012). Regret aversion in reason-based choice. Theory and Decision, 73, 35-51. DOI 10.1007/s11238-011-9269-0. Full text

Connolly, T., & Reb, J. (2012). Towards interactive, internet-based decision aid for vaccination decisions: Better information alone is not enough. Vaccine, 30, 3813-3818. Full text

Reb, J. (2010). Integrating IOOB and JDM through process-oriented research. Industrial and Organizational Psychology, 3, 445-447.

Reb, J., & Greguras, G. J. (2010). Understanding performance ratings: Dynamic performance, attributions, and rating purpose. Journal of Applied Psychology, 95, 213-220. Full text 

Reb, J., & Connolly, T. (2009). Myopic regret avoidance: Feedback avoidance and learning in repeated decision making. Organizational Behavior and Human Decision Processes, 109, 182-189. Full text

Reb, J. (2008). Regret aversion and decision process quality: Effects of regret salience on decision process carefulness. Organizational Behavior and Human Decision Processes, 105, 169-182. Full text

Brockner, J., Fishman, A. Y., Reb, J., Goldman, B., Spiegel, S., & Garden, C. (2007). Procedural fairness, outcome favorability and judgments of an authority’s responsibility. Journal of Applied Psychology, 92, 1657-1671. Full text

Reb, J., & Connolly, T. (2007). Possession, feelings of ownership, and the endowment effect. Judgment and Decision Making, 2, 107-114. Full text

Reb, J., & Cropanzano, R. (2007). Evaluating dynamic performance: The influence of salient gestalt characteristics on performance ratings. Journal of Applied Psychology, 92, 490-499. Full text

Reb, J., Goldman, B. M., Kray, L. J., & Cropanzano, R. (2006). Different wrongs, different remedies? Reactions to organizational remedies after procedural and interactional injustice. Personnel Psychology, 59, 31-64. Full text

Connolly, T., & Reb, J. (2005a). Regret in cancer-related decisions. Health Psychology, 24, S29-S34. Full text

Kray, L. J., Reb, J., Galinsky, A. D., & Thompson, L. (2004). The effect of stereotype activation on claiming and creating value in mixed-gender negotiations. Personality and Social Psychology Bulletin, 30, 399-411. Full text

Cropanzano, R., Weiss, H. M., Hale, J. M. S., & Reb, J. (2003). The structure of affect: Reconsidering the relationship between negative and positive affectivity. Journal of Management, 29, 831-857. Full text

Connolly, T., & Reb, J. (2003). Omission bias in vaccination decision: Where’s the “omission”? Where’s the “bias”? Organizational Behavior and Human Decision Processes, 91, 186-202. Full text


Michael Schaerer

Hussain, I., Pitesa, M., Thau, S., & Schaerer, M. (2023). Pay suppression in social impact contexts: How framing work around the greater good inhibits job candidate compensation demands. Organization Science.

du Plessis, C., Nguyen, M. H. B., Foulk, T., & Schaerer, M. (2023). Relative power and interpersonal trust. Journal of Personality and Social Psychology, 124(3), 567-592. 

Cyrus-Lai, W., Tierney, W., du Plessis, C., Nguyen, M. H. B., Schaerer, M., Clemente, E., Uhlmann, E. L. (2022). Avoiding bias in the search for implicit bias. Psychological Inquiry, 33(3), 203-212. 

Tey, K., Schaerer, M., Madan, N., & Swaab, R.I. (2021). The impact of concession patterns on negotiations: When and why decreasing concessions lead to a distributive disadvantage. Organizational Behavior and Human Decision Processes, 165, 153-166.

Schaerer, M., Foulk, T. A., du Plessis, C., Tu, M.-H., & Krishnan, S. (2021). Just because you're powerless doesn't mean they aren't out to get you: Low power, paranoia, and aggressive behavior. Organizational Behavior and Human Decision Processes, 165, 1-20.

Anicich, E. M., Schaerer, M., Gale, J. P., & Foulk, T. A. (2021). A fluctuating sense of power is associated with reduced well-being. Journal of Experimental Social Psychology, 92, 104057.

Schaerer, M., Schweinsberg, M., Thornley, N., & Swaab, R. I. (2020). Win-win in distributive negotiations: The affective and economic benefits of strategic offer framing. Journal of Experimental Social Psychology, 87, 103943. 

Anicich, E. M., Foulk, T., Osborne, M., Gale, J. P., & Schaerer, M. (2020). Getting back to the “new normal”: Autonomy restoration during a global pandemic. Journal of Applied Psychology, 105(9), 931-943.

Foulk, T., De Pater, I., Schaerer, M., du Plessis, C., Lee., R., & Erez, A. (2020). It’s lonely at the bottom (too): The effects of experienced powerlessness on social closeness and disengagement. Personnel Psychology, 73(2), 363-394.

Schaerer, M., Teo, L., Madan, N., & Swaab, R. I. (2020). Power and negotiation: Review of current evidence and future directions. Current Opinion in Psychology, 33, 47-51.

Schaerer, M., du Plessis, C., Yap, A.J., & Thau, S. (2018). Low power individuals in social power research: A quantitative review, theoretical framework, and empirical test. Organizational Behavior and Human Decision Processes, 149, 73-96.

Schaerer, M., Schweinsberg, M., & Swaab, R.I. (2018). Imaginary alternatives: The impact of mental simulation on powerless negotiators. Journal of Personality and Social Psychology, 115(1), 96-117.

Schaerer, M., Tost, L.P., Huang, L., Gino, F., & Larrick, R.P. (2018). Advice giving: A subtle pathway to power. Personality and Social Psychology Bulletin, 44(5), 746-761.

Schaerer, M., Kern, M., Berger, G., Medvec, V.H., & Swaab, R.I. (2018). The illusion of transparency in performance appraisals: When and why accuracy motivation explains unintentional feedback inflation. Organizational Behavior and Human Decision Processes, 144, 171-186.

Schaerer, M., Loschelder, D, & Swaab, R.I. (2016). Bargaining zone distortion in negotiations: The elusive power of multiple alternatives. Organizational Behavior and Human Decision Processes, 137, 156-171.

Loschelder, D., Friese, M., Schaerer, M., & Galinsky, A.D. (2016). The too-much precision effect: When and why precise anchors backfire with experts. Psychological Science, 27(12), 1573-1587.

Schweinsberg, M., et al. (2016). The pipeline project: Pre-publication independent replications of a single laboratory’s research pipeline. Journal of Experimental Social Psychology, 66, 55-67.

Swaab, R.I., Phillips, K.W., & Schaerer, M. (2016). Secret conversation opportunities facilitate minority influence in virtual groups: The influence on majority power, information processing, and decision quality. Organizational Behavior and Human Decision Processes, 133, 17-31.


Nina Sirola

Sirola, N. (2024). Job insecurity and well-being: Integrating life history and transactional stress theories. Academy of Management Journal.

Sirola, N. (2023). Going beyond the call of duty under conditions of economic threat: Integrating life history and social dilemma perspectives. Organizational Behavior and Human Decision Processes.

Kniffin, K. et al. (2021). COVID-19 and the workplace: Implications, issues, and insights for future research and action. American Psychologist.


Sirola, N. (2020). Individuals’ responses to economic cycles: Organizational relevance and a multilevel theoretical integration. Academy of Management Annals.

Sirola, N. (2019). Economic cycles as a source of social influences on individuals. Social and Personality Psychology Compass.

Sirola, N., Pitesa, M. (2018). The macroeconomic environment and the psychology of work evaluation. Organizational Behavior and Human Decision Processes.

Sirola, N., Pitesa, M. (2017). Economic downturns undermine workplace helping by promoting a zero-sum construal of success. Academy of Management Journal.


Hwee Hoon Tan

Ang, F. & Tan, H.H. (2016). Trust building with Chinese host country nationals. Journal of Global Mobility,  4 (1), 44-67.

Li, N. & Tan, H.H. (2013). What happens when you trust your supervisor? Mediators of individual performance in trust relationships. Journal of Organizational Behavior, 34(3), 407-425.

Wasti, S.A., Tan, H.H., & Eser, S. (2010). Antecedents of trust across foci: A comparative study of Turkey and China, Management and Organization Review, 7(2). 279-302. 

Tan. H.H. (2009). Firm-employee relationship strength – Competitive advantage through people revisited: A Commentary. Invited commentary at the Journal of Business Research

Tan, H.H. & Lim. A.K.H. (2009). Trust in co-workers and trust in organization. Journal of Psychology: Interdisciplinary and Applied, 143(1), 45-66. 

Tan, H.H., & Tan, M.L. (2008). Organizational citizenship behaviors and social loafing: Personality, motives and contextual factors. Journal of Psychology, 142(1), 89-108.

Sheldon, K. M. and Tan, H.H. (2007). The multiple determination of well-being: Independent effects of positive needs, traits, goals, selves, and social supports, and cultural contexts.  Journal of Happiness Studies, 8(4), 565-592. 

Rudy, D., Sheldon, K. M., Awong, T. & Tan, H.H. (2007). Autonomy, culture, and well-being:  The benefits of inclusive autonomy.  Journal of Research in Personality, 41(5), 983-1007.

Wasti, S.A., Tan, H.H., Brower, H.B., & Önder, C. (2007) Cross-cultural measurement of supervisor trustworthiness: An assessment of measurement invariance across three cultures. Leadership Quarterly, 18(5), 477-489. 

Turban, D. B., Tan, H.H., Brown, K.G. &Sheldon, K.M.  (2007)  Antecedents and consequences of perceived locus of causality.  Journal of Applied Social Psychology, 37(10), 2376-2404.

Elfenbein, H. A., Foo, M. D., White, J.B., Tan, H. H. & Aik, V.C. (2007) Reading your counterpart: The benefit of emotion recognition accuracy for effectiveness in negotiation. Journal of Nonverbal Behavior, 31, 205-223. 


Kenneth Tai

Tai, K., Keem, SJ., Lee, KY., & Kim, E. Envy Influences Interpersonal Dynamics and Team Performance: Roles of Gender Congruence and Collective Team Identification (in press). Journal of Management.

Anyi, M., Savani, K., Liu, FZ., Tai, K., & Kay, A (in press). The Mutual Constitution of Person and Culture: The Bidirectional Relationship between Individuals’ Perceived Control and Cultural Tightness-Looseness. Journal of Personality and Social Psychology. 

Tai, K., Lin, K., Lam, CK., & Wu, L. Biting the Hand That Feeds: A Status-Based Model of When and Why Receiving Help Motivates Social Undermining (in press). Journal of Applied Psychology. *The first two authors contributed equally and their authorships were determined randomly.
 
Tai, K.,* Lee, KY,* Kim, E.,* Johnson, T., Wang, W., Duffy, MK., & Kim, SS. Gender, Bottom-line Mentality, and Workplace Mistreatment:  The Roles of Gender Norm Violation and Team Gender Composition. (in press). Journal of Applied Psychology. *The first three authors contributed equally to this work and are listed in reverse alphabetical order.
 
Tai, K., Liu, YC., Pitesa, M., Lim, S., Tong, Y. K., & Arvey, R. D. (2022). Fit to be Good: Physical Fitness is Negatively Associated with Deviance. Journal of Applied Psychology, 107, 389 - 407.
 
Lim, JH., Tai, K., & Kouchaki, M. (2021). Ambivalent Bosses: An Examination of Supervisor Expressed Emotional Ambivalence on Subordinate Task Engagement. Organizational Behavior and Human Decision Processes, 165, 139 - 152.

Lim, JH., Tai, K., & Kouchaki, M. Ambivalent Bosses: An Examination of Supervisor Expressed Emotional Ambivalence on Subordinate Task Engagement. (in press) Organizational Behavior and Human Decision Processes.

Tai, K., Liu, YC., Pitesa, M., Lim, S., Tong, Y. K., & Arvey, R. D. Fit to be Good: Physical Fitness is Negatively Associated with Deviance. (in press) Journal of Applied Psychology.

Lim, J. H., Tai, K., Bamberger, P., & Morrison, E. W. (2020). Soliciting resources from others: An integrative review. Academy of Management Annals, 14, 122-159.

Zheng, X., Fehr, R., Tai, K., Narayanan, J., & Gelfand, M. J. (2015). The unburdening effects of forgiveness: Effects on slant perception and jumping height. Social Psychological and Personality Science, 6, 431-438.

Wang, C. S., Ku, G., Tai, K & Galinsky, A. D. (2014). Stupid doctors and smart construction workers: Perspective-taking reduces stereotyping of both negative and positive targets. Social Psychological and Personality Science, 5, 430-436.

Lim, S., & Tai, K. (2014). Family incivility and job performance: A moderated mediated model of core self-evaluations and psychological distress. Journal of Applied Psychology, 99, 351-359.

Wang, C. S., Tai, K., Ku, G., & Galinsky, A. D. (2014). Perspective-taking increases willingness to engage in intergroup contact. PLoS ONE 9(1): e85681. doi:10.1371/journal.pone.0085681.

Narayanan, J., Tai, K., & Kinias, Z. (2013) Power motivates interpersonal connection following social exclusion. Organizational Behavior and Human Decision Processes, 122, 257-265.


Abhijeet K. Vadera

Lim, G. J. H., Pitesa M., & Vadera, A. K. (2023). Cheating constraint decisions and discrimination against workers with lower financial standing. Organizational Behavior and Human Decision Processes, 174: 104211.

Chen, F. X., Graso, M, Aquino, K., Lin, L., Cheng, J, DeCelles, K & Vadera, A. K. (2022). The vigilante identity in organizations. Organizational Behavior and Human Decision Processes, 170: 104136.

Taiyi Yan, T., Tangirala, S., Vadera, A. K., & & Ekkirala, S. (2022). How employees learn to speak up from their leaders: Gender congruity effects in the development of voice self-efficacy. Journal of Applied Psychology, 107(4): 650-667.

Vadera, A.K., & Rao, C. P. (2021). Competition and cheating: Investigating the role of moral awareness, moral identity, and moral elevation. Journal of Organizational Behavior, 42(8): 1060-1081.

Taylor, S. G., Folger, R., Vadera, A. K., Griffith, M. D., & Letwin, C. R. (2019). Does having a bad boss make you more likely to be one yourself? Harvard Business Review. Available at https://hbr.org/2019/01/does-having-a-bad-boss-make-you-more-likely-to-be-one-yourself

Taylor, S. G., Griffith, M. D., Vadera, A. K., Folger, R., & Letwin, C. R. (2019). Breaking the cycle of abusive supervision: How disidentification and moral identity help the trickle-down change course. Journal of Applied Psychology, 104 (1): 164-182.

Zhu, L., Aquino, K., & Vadera, A.K. (2016). What makes professors credible: The effect of demographic characteristics and ideological beliefs. Journal of Applied Psychology, 101 (6): 862-880.

Vadera, A.K., & Aguilera, R.V. (2015).The evolution of vocabularies and its relation to investigation of white-collar crimes: An institutional work perspective. Journal of Business Ethics, 128 (1), 21-38.

Research Seminar Series

DateDetails
25 March 2024Shenghua Luan
University of the Chinese Academy of Sciences
Studying Smart Heuristics: Guiding Principles and Methods
15 March 2024Mengzi Jin
Peking University
Gender Dynamics in Autonomous Idea Championing and Creativity Evaluations
23 February 2024Samantha Sim
Universidade Nova de Lisboa
Lead me tender, lead me true: Leader compassion facilitates high quality relationships through resource exchange and authenticity
24 March 2023Bonnie H. Cheng 
University of Hong Kong
Serving you serves me: Servant leadership enhances leaders’ performance and well-being
21 March 2023James M. Diefendorff 
The University of Akron
Emotional Exhaustion Across the Workday:  Person-Level and Day-Level Predictors of Workday Emotional Exhaustion Growth Curves
17 February 2023Sally Maitlis
University of Oxford
Hiding in Plain Sight: A Study of Leaders with Depression and Anxiety
10 February 2023Kevin Rockmann
George Mason University
It's not (just) about the beer: Multiplex social exchange relationships in the craft brewing industry
16 September 2022Emily M. David
China Europe International Business School
Authenticity or Self-Enhancement? Effects of Self-Presentation and Authentic Leadership on Trust and Performance
9 April 2021Krishna Savani
Nanyang Technological University
Reducing gender bias in perceptions of leadership ability: Role of managers’ implicit theories about the universality of leadership potential
25 September 2020Abhishek Sheetal
Nanyang Technological University
Machine Learning Research in Management: Getting Started
14 February 2020Jonas W.B. Lang
Ghent University
Measuring Implicit Motives at Work: A Review of Recent Progress and Future Research Agenda
17 January 2020Jason Shaw
Nanyang Technological University
How do Social Networks Work?
9 January 2020Marshall Schminke
University of Central Florida
Obesity in organizations (It’s bigger than you think!)
10 January 2020Maureen L. Ambrose
University of Central Florida
You’re Welcome!: An Examination of the  Relationship between Perceptions of Subordinate Appreciation and Supervisor Outcomes
8 April 2019Paul R. Sackett
University of Minnesota
New Developments in Stereotype Threat: Implications for High Stakes testing?
15 March 2019Richard Landers
University of Maryland
Gamified and Game-based Assessment: A New Frontier in Employee Selection
15 March 2019Paul van Lange
Vrije Universiteit
In Pursuit of the Social Mind
8 March 2019David G. Allen
Texas Christian University
A Relational Architecture of Employee Turnover
1 February 2019Niels Van Quaquebeke
Kühne Logistics University
What is the most underappreciated leadership communication technique? 
25 January 2019Gilad Chen
University of Maryland
Multiple Team Membership and Empowerment Spillover Effects: Can Empowerment Processes Cross Team Boundaries?
23 November 2018Joe Gladstone
University College London
Love, Lies, and Money: Financial Infidelity within Married Couples
16 November 2018Niels Van Quaquebeke
Kühne Logistics University
The benefit of abusive supervision: Follower guilt!
19 March 2018Chen-Bo Zhong
University of Toronto
Market Foresters Tolerance
23 February 2018Madan Pillutla
London Business School
Gender Differences in Competition
2 February 2018Lisa Leslie
New York University
On Melting Pots and Salad Bowls: A Meta-Analysis of the Effectiveness of Identity-Blind and Identity-Conscious Diversity Ideologies 
29 August 2017Margaret Lee
London Business School
Discrimination against Attractive Candidates in Selection for Undesirable Jobs
9 May 2017Jason D. Shaw
The Hong Kong Polytechnic University
Preliminary reports from the global field: The IMPACT Project
16 September 2016Sun Young (Sunny) Lee
UCL School of Management
Gender Differences in Response to Competition with Same-Gender Coworkers: A Relational Perspective
24 June 2016Stefan Diestal
International School of Management in Dortmund
Psychological costs of emotional labour and self-control at work
22 April 2016Mariano Heyden
The University of Newcastle
The ‘crazy’ in our midst? The influence of individual and group schizotypal tendencies on creativity
24 March 2016Chu-Hsiang (Daisy) Chang
Michigan State University
Costs of a stressful commute: Implications for work behaviors
22 March 2016Russell Johnson
Michigan State University
When good leaders break bad: Moral licensing and ego depletion consequences of ethical leader behavior
25 February 2016Ute Hülsheger
Maastricht University
Mindfulness in the Context of Work
12 February 2016Scott J. Reynolds
Foster School of Business, University of Washington
Mindfulness and Moral Behavior in the Organization
24 November 2015Hans-Dieter Evers
University of Bielefeld
Governing the South China Sea – Culture and Connectivity
13 November 2014Gilad Chen
Robert H. Smith School of Business, University of Maryland
Learning from Voice: When Member Voice Translates into Improved Team Learning and Performance
12 September 2014Nicole Gillespie
UQ Business School, University of Queensland 
Trust in Self-Managed Teams: The Joint Effects of Team Composition and Emergent Interactional and Structural Processes
18 July 2014Eugene Kim
Scheller College of Business, Georgia Institute of Technology
Can Status Make You Thin? The Relationship between Status Change and Weight Change
28 February 2014Jochen Runde
Judge Business School, University of Cambridge
Uncovering Unknown Unknowns: Towards a Baconian Approach to Management Decision-Making
7 February 2014Alicia A. Grandey
The Pennsylvania State University
Emotional Labor at the Crossroads: Where have we been and where should we go?
10 January 2014Theresa Glomb
Carlson School of Management,University of Minnesota
Building Positive Resources: Effects of Positive Events and Positive Reflection on Work-Stress and Health
1 March 2013Roy Chua
Harvard Business School
The Costs of Ambient Cultural Disharmony: Indirect Intercultural Conflicts in Social Environment Undermine Creativity
23 January 2013Kerrie Unsworth
University of Western Australia
Going Green: The Role of Goals
4 December 2012Scott Highhouse
Bowling Green State University
Self Presentation Motives in Decision Making
9 November 2012David De Cremer
China Europe International Business School, Shanghai
When, Why and How people Value Apologies: On Exploring the Psychology of Apologies in Trust Failures
6 March 2012Natalia Karelaia
INSEAD
Identity Challenges of Women Leaders: Antecedents and Consequences of Identity Interference
23 February 2012Kanchan Mukherjee
Indian Institute of Management, Bangalore, India
Assessing the Chances of Success: Naive Statistics vs. Kind Experience 
25 March 2011David Day
University of Western Australia
Integrative Leader Development: Charting and Understanding Developmental Trajectories
3 March 2011Spencer H. Harrison
Caroll School of Management, Boston College
The Role of Hope in Organizing: The Case of The Andes Flight Disaster
19 January 2011Karl Aquino
University of British Columbia
Third Parties' Reaction To Justice Failure: An Identity-Based Meaning Maintenance Model
7 January 2011Richard John Gentry
University of Mississippi
Performance Relative To Security Analysts' Earnings Forecasts, Analyst Coverage, and Firm R&D Intensity
4 November 2010Carol Kulick
University of South Australia
Effectively Managing A Diverse Workforce: Is Good Diversity Management Just Good Management?
30 June 2010Michael A. Hitt
Texas A&M University
Emerging Markets' Institutional Environments and Firm Strategies
3 June 2010Joseph F. Porac
New York University
Fallen CEOs: Matthew and Martha Status Dynamics in the Upper Echelon of Organizations
12 May 2010Christian Troester
Erasmus University
Bridging Faultlines: The Effect of Team Network Structure and Faultlines on Team Performance
18 February 2010Marcel Zeelenberg
Tilburg University
What Is Moral About Moral Emotions?
26 January 2010Terence R. Mitchell
University of Washington
Organizational Attachment: Why People Leave and Why They Stay
21 January 2010Michele J. Gelfand
Department of Psychology, University of Maryland
Culture and social situations: A multilevel analysis of situational constraint across 35 nations
23 March 2009Martin Kilduff
Judge Business School, University of Cambridge
Brokering Trust to Enhance Leadership: A Self-Monitoring Approach to Leadership Emergence
16 March 2009Russell S. Cropanzano
Eller College of Management, University of Arizona
Intraunit Justice Climate: Development and Validation of a New Construct
28 January 2009Markus Baer
John M. Olin School of Business, Washington University in St. Louis
Win or Lose the Battle for Creativity: The Power and Perils of Intergroup Competition
3 September 2008 (Joint seminar with NUS Business School)Cecily D. Cooper
Department of Management, University of Miami
How the Guilty Regain Trust: The Role of Accounts, Actions, and Attributions
5 June 2008Miguel A. Quinones
Department of Management and Organizations, Edwin L. Cox School of Business
Explaining Differences in Reactions to Organizational Change: The Role of an Individual's Stage of Change
4 June 2008Steven L McShane
The University of Western Australia
Reconstructing the Meaning and Multidimensionality of Voice in the Exit-Voice-Loyalty-Neglect (EVLN) Model
2 May 2008Riki Takeuchi
Management of Organizations Department, School of Business and Management, Hong Kong University of Science & Technology
Social Information Processing Model of Organizational Justice: Moderating Effects of Informational Justice
24 March 2008Blake Ashforth
Department of Management, W.P. Carey School of Business, Arizona State University
Organizational Sacralization and Sacrilege
7 January 2008Michael Frese
Department of Psychology, University of Giessen
Entrepreneurship and Personal Initiative: Individual Contributions to Organizational Growth and Development
2 November 2007Richard Arvey
Department of Management and Organization, NUS Business School, National University of Singapore
Genetic and Environmental Components of Leadership Role Occupancy
26 October 2007John Cordery
UWA Business School, The University of Western Australia
Contextual Influences on the Effectiveness of Team-based Work Designs
4 April 2007Terry Connolly
Management and Organizations Department, Eller College, University of Arizona
The Power of What Might Have Been: Regret and the Shaping of Decisions
20 March 2007Sandra Robinson
Organizational Behavior & Human Resources Division, Sauder School of Business, University of British Columbia, Vancouver
Reactions to Territorial Infringement
5 March 2007Kwok Leung
Department of Management, City University of Hong Kong
Methods and Design for International Management Research
12 February 2007Neal M. Ashkanasy
UQ Business School, University of Queensland
Research on Emotion in Organizations: A Multilevel Perspective
13 November 2006James M Diefendorff
Department of Psychology, College of Arts & Sciences, University of Akron
The Relations of Motivational Traits with Workplace Deviance
23 October 2006Filip Lievens
Department of Personnel Management, Work & Organizational Psychology, Ghent University
Assessment Centers: Recent Research Developments and Future Prospects
28 September 2006Daniel McAllister
Department of Management & Organisation, NUS Business School, National University of Singapore
Disentangling Role Perceptions: How Perceived Role Breadth, Discretion, Instrumentality and Efficacy Relate to Helping and Taking Charge
4 April 2006W. Richard Scott
Department of Sociology, Stanford University
Institutional Theory: Foundations, Elaboration and Recent Developments
28 March 2006W. Richard Scott
Department of Sociology, Stanford University
Organising for the 21st Century
21 March 2006Zhang Zhi-Xue
Department of Organisational Management, Guanghua School of Management, Peking University , Beijing
Effects of Negotiators' Reference Points and Perspective-taking on the Process and Outcome of Dyadic Negotiation
13 March 2006Jiing-Lih (Larry) Farh
The Hong Kong University of Science and Technology
Individual-level Cultural Values as Moderators of Perceived Support-Employee Outcomes Relationships in China : Comparing the Effects of Power Distance and Traditionality
7 March 2006Professor Cynthia D. Fisher
Workshop: Experience Sampling Research: An Introduction to Rationales, Methods, and Opportunities
6 March 2006Professor Cynthia D. Fisher
Bond University
Within-Person Variation Over Time: A Neglected Level in Organisational Research
27 February 2006Dean Tjosvold
Lingnan University, Hong Kong
Making Conflict Productive: Can Asian Values Contribute?
16 January 2006Jeffrey Pfeffer
Tommie Goh Professor in Entrepreneurship & Business at Singapore Management University (Visiting), Thomas D. Dee II Professor of Organisational Behaviour in the Graduate School of Business at Stanford University
The Dominance of Economic Theory and Its Effects: Self-Fulfilling Prophecy and the Effect of Theory
6 May 2005Denise Rousseau
Carneige Mellon University
I-Deals-Idiosyncratic Terms in Employment Relationships
29 April 2005Kenneth Law
Hong Kong University of Science & Technology
The Antecedents and Consequences of Successful Localisation in the PRC
4 April 2005Barbara Lawrence
University of California, Los Angeles
Organisational Reference Groups: A Missing Perspective on Social Context  
4 March 2005Lin Yimin
Hong Kong University of Science & Technology
Sweatshop and Beyond: Authority Relations in Domestic Private Enterprises in China
28 February 2005Emily Nason
University of California, Los Angeles
Uncertainty & Fairness Judgments: The Role of Information Ambiguity
6 December 2004Giles Hirst
Aston Business School, Aston University
When Things Go Wrong: Identifying Factors Which Moderate the Relationship between Goal Frustrating Events and Learning and Creativity
17 November 2004Steven L. McShane
Graduate School of Management, University of Western Australia
Emerging Cross-Cultural Issues in Organisational Behaviour
24 September 2004Don Ferrin
Singapore Management University
Effectiveness of Corporate Leaders' Trust Repair Efforts'
17 September 2004Scott Highhouse
Bowling Green State University
Future Job Seekers' Images of Well-Known Firms

OBHR Upcoming Events

Date 

News & Notices

--

OBHR Recent Events

Date 

News & Notices

25 - 31 Mar 2024Research Visitor
Shenghua Luan
Professor
University of the Chinese Academy of Sciences
*Research Seminar on 25 March 2024

12 - 22 Mar 2024Research Visitor
Mengzi Jin
Assistant Professor of Organization and Management
Peking University
*Research Seminar on 15 March 2024
30 Jan - 30 Mar 2024Research Visitor
Samantha Sim
Assistant Professor
Universidade Nova de Lisboa
*Research Seminar on 23 February 2024
22 - 24 Mar 2023Research Visitor
Bonnie Hayden Cheng
Associate Professor 
The University of Hong Kong
*Research Seminar on 24 Mar 2023
19 - 27 Mar 2023Research Visitor 
Jonas W. B. Lang
Research Professor
University of Exeter
17 - 15 Mar 2023Research Visitor
James M. Diefendorff
Professor of Psychology
University of Akron
*Research Seminar on 21 Mar 2023
9 Jan - 6 May 2023Research Visitor
David Schoorman 
Professor of Organizational Behavior and Human Resource Management
Purdue University
25 Feb - 8 Mar 2023Research Visitor
Syeda Arzu Wasti
Professor
Sabancı University
13 - 17 Feb 2023Research Visitor
Sally Maitlis
Professor of Organisational Behaviour and Leadership
University of Oxford
*Research Seminar on 17 Feb 2023
8 - 11 Feb 2023Research Visitor
Kevin W. Rockmann
Professor of Management
George Mason University
*Research Seminar on 11 Feb 2023
10 - 17 Feb 2023Research Visitor
Kinshuk Sharma
Postdoctoral Associate
Western University
2 - 11 Feb 2023Research Visitor 
Philipp Schapers
Assistant Professor for Psychology of Entrepreneurship
Westfalische Wilhelms-Universitat Munster
1 - 3 Feb 2023Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
*Research Seminar on 3 Feb 2023
12 - 17 Jan 2023Research Visitor
Ann Tenbrunsel
David E. Gallo Professor of Business Ethics
University of Notre Dame
12 - 17 Jan 2023Research Visitor
Lily Morse
Assistant Professor of Management
West Virginia University
13 Oct 2022 - 10 Jan 2023Research Visitor
Michael Pratt
O'Connor Family Professor
Boston College
14 - 16 Sep 2022Research Visitor
Emily M. David
Associate Professor of Organisational Behaviour
China Europe International Business School
*Research Seminar on 16 Sep 2022
15 Sep 2021 - 14 Sep 2022Research Visitor
Wei Huang
Associate Professor of Employment Relations
Renmin University of China
15 Jun - 15 Aug 2022Research Visitor
Jia Hui Lim
Assistant Professor
Hong Kong Baptist University
2 - 29 Aug 2021Research Visitor
Samantha Sim
Assistant Professor
Universidade Nova de Lisboa
22 - 29 Apr 2021Research Visitor
Lang Tingting
Assistant Professor
Renmin University of China
9 Apr 2021Research Visitor
Krishna Savani
Provost's Chair in Business
Nanyang Technological University
*Research Seminar on 9 Apr 21
12 - 15 Feb 2020Research Visitor
Jonas W. B. Lang
Associate Professor
Ghent University
17 Jan 2020Research Visitor
Jason Shaw
Shaw Foundation Chair in Business
Nanyang Technological University
*Research Seminar on 17 Jan 2020
8 - 11 Jan 2020Research Visitor
Maureen L. Ambrose
Gordon J. Barnett Professor of Business Ethics & Pegasus Professor
University of Central Florida
*Research Seminar on 10 Jan 2020
8 - 11 Jan 2020Research Visitor
Marshall Schminke
BB&T Professor of Business Ethics
University of Central Florida
*Research Seminar on 9 Jan 2020
Aug 2019 - Jan 2020Research Visitor
Neal Ashkanasy
Professor of Management
University of Queensland
15 - 19 Apr 2019Research Visitor
Paul Sackett
Professor of Psychology
University of Minnesota

*Research Seminar on 18 Apr 2019
14 - 17 Mar 2019Research Visitor
Richard Landers
Associate Professor of Psychology
University of Minnesota
14 - 17 Mar 2019Research Visitor
Paul van Lange
Professor of Social Psychology
Vrije Universiteit
6 - 9 Mar 2019Research Visitor
David Allen
Professor of Management, Entrepreneurship, & Leadership
Texas Christian University
*Research Seminar on 8 Mar 2019
1 Feb 2019Research Visitor
Niels Van Quaquebeke
Professor of Leadership and Organizational Behavior
Kühne Logistics University
*Research Seminar on 1 Feb 2019
20 - 26 Jan 2019Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
*Research Seminar on 25 Jan 2019
22 - 23 Nov 2018Research Visitor
Joe Gladstone
Assistant Professor of Consumer Behaviour
University College London
*Research Seminar on 23 Nov 2018
15 - 16 Nov 2018Research Visitor
Niels Van Quaquebeke
Professor of Leadership and Organizational Behavior
Kühne Logistics University
*Research Seminar on 16 Nov 2018
19 - 31 Jul 2018Research Visitor
Serena Changhong Lyu
Assistant Professor
Shanghai University of Finance & Economics
21 - 28 Mar 2018Research Visitor
James M. Diefeindorff
Associate Professor of Psychology
University of Akron
18 - 21 Mar 2018Research Visitor
Chen-Bo Zhong
Associate Professor of Organizational Behavior and Human Resource Management
University of Toronto
Research Seminar on 19 Mar 2018
19 to 23 Feb 2018Resarch Visitor
Madan Pillutla
Professor of Organizational Behavior
London Business School
*Research Seminar on 23 Feb 2018
31 Jan to 2 Feb 2018Research Visitor
Lisa Leslie
Associate Professor of Management & Organizations
New York University
*Research Seminar on 2 Feb 2018
22 Jan - 9 Feb 2018Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
*Workshop on 5 Feb 2018
9 to 12 Dec 2017Research Visitor
Sun Young (Sunny) Lee
Assistant Professor of Organisational Behaviour
UCL School of Management
14 - 17 Nov 2017Research Visitor
Michael Daniels
Assistant Professor
University of British Columbia
29 Sep - 8 Oct 2017Research Visitor
Serena Changhong Lyu
Assistant Professor
Shanghai University of Finance & Economics
10 - 14 Sep 2017Research Visitor
Rellie Derfler-Rozin
Assistant Professor of Management & Organization
University of Maryland
6 - 23 Sep 2017Research Visitor
Samantha Sim
Postdoctoral Fellow
Católica-Lisbon School of Business & Economics
8 - 12 May 2017Research Visitor
Jason D. Shaw 
Chair Professor of Management
Hong Kong Polytechnic University
6 - 27 Apr 2017Ho Bee Professorship
Zhongming Wang
Professor of Industrial and Organisational Psychology,
Human Resource Management and Entrepreneurship
Zhejiang University
27 Mar - 14 Apr 2017Research Visitor
Jana Kühnel
Assistant Professor of Work and Organizational Psychology
Ulm University
27 - 30 Mar 2017Research Visitor
Michael Pratt
O’Connor Family Professor
Boston College
3 - 17 Mar 2017Research Visitor
Karl Aquino
Richard Poon Professor of Organizations and Society
University of British Columbia
24 Jan - 1 Feb 2017Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
*Workshop on 26 Jan, 27 Jan & 1 Feb 2017

OBHR Past Events

Date 

News & Notices

12 - 17 Sep 2016Research Visitor
Sun Young (Sunny) Lee
Assistant Professor of Organisational Behaviour
UCL School of Management
*Research Seminar on 16 Sep 2016
6 - 24 Jun 2016Research Visitor
Stefan Diestal
Professor of Psychology and Management
International School of Management in Dortmund
*Research Seminar on 24 Jun 2016
22 Apr 2016Rsearch Visitor
Mariano L. M. Hayden
Lecturer in Strategy & Business Policy
University of Newcastle
*Research Seminar on 22 Apr 2016
5 - 29 Apr 2016Ho Bee Professorship
Zhongming Wang
Professor of Industrial and Organisational Psychology,
Human Resource Management and Entrepreneurship
Zhejiang University
*Public lecture on 20 Apr 2016
23 - 25 Mar 2016Research Visitor
Daisy Chang
Associate Professor of Psychology
Michigan State University
*Research Seminar on 24 Mar 2016
21 - 23 Mar 2016Research Visitor
Russell E. Johnson
Associate Professor of Management
Michigan State University
*Research Seminar on 22 Mar 2016
16 - 19 Mar 2016Research Visitor
Jana Kühnel
Assistant Professor of Work and Organizational Psychology
Ulm University
10 - 16 Mar 2016Research Visitor
Michael Gielnik
Professor of HR Development
Leuphana University of Lüneburg
21 - 27 Feb 2016Research Visitor
Ute R Hülsheger
Associate Professor of Work and Organizational Psychology 
Maastricht University
*Research Seminar on 25 Feb 2016
22 - 23 Feb 2016Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
11 - 12 Feb 2016Research Visitor
Scott Reynolds
Associate Professor of Business Ethics
University of Washington
*Research Seminar on 12 Feb 2016
5 - 22 Feb 2016
Research Visitor
Burak OC
Assistant Professor of Organizational Behaviour
Bocconi University
15 - 20 Nov 2015Research Visitor
Lisa Lambert
Associate Professor
Georgia State University
18 - 23 Nov 2015Research Visitor
Ernest O'Boyle
Assistant Professor
University of Iowa
23 - 28 Nov 2015Research Visitor
Hans-Dieter Evers
Emeritus Professor of Development Planning
University of Bielefeld
*Research Seminar on 24 Nov 2015
18 Mar - 17 Apr 2015Research Visitor
Jana Kühnel
Assistant Professor of Work and Organizational Psychology
Ulm University
4 - 8 Feb 2015Research Visitor
Shenghua Luan
Researcher
Max Planck Institute for Human Development
27 Jan - 4 Feb 2015Research Visitor
James M. Diefeindorff
Associate Professor of Psychology
University of Akron
13 - 14 Nov 2014Research Visitor
Gilad Chen
Robert H. Smith Chair in Organizational Behavior
University of Maryland
*Research Seminar on 13 Nov 2014
12 - 13 Nov 2014Research Visitor
Hans-Dieter Evers
Professor of Development Planning 
University of Bonn
11 - 19 Sep 2014Research Visitor
Nicole Gillespie
Senior Lecturer of Management
University of Queensland
*Research Seminar on 12 Sep 2014
8 - 9 Sep 2014Research Visitor
Giles Hirst
Associate Professor
Monash University
13 - 18 Jul 2014Research Visitor
Eugene Kim
Assistant Professor of Organisational Behavior
Georgia Institute of Technology
*Research Seminar on 18 Jul 2014
3 - 9 Mar 2014Research Visitor
Björn Meyer
Research Director & Honorary Research Fellow
Gaia AG & City University London
*Brown Bag on 5 Mar 2014
28 Feb 2014Research Visitor
Jochen Runde
Professor of Economics and Organisation
University of Cambridge
*Research Seminar on 28 Feb 2014
17 - 21 Feb 2014Research Visitor
Hans-Dieter Evers
Professor of Development Planning
University of Bonn
6 - 13 Feb 2014Research Visitor
Alicia A. Grandey
Associate Professor of Psychology
The Pennsylvania State University
*Research Seminar on 7 Feb 2014
7 - 10 Jan 2014Research Visitor
Theresa Glomb
McFarland Professor of Organisational Behavior
Carlson School of Management
University of Minnesota
*Research Seminar on 10 Jan 2014
1 Mar 2013Research Visitor
Roy Chua
Assistant Professor of Organisational Behavior
Harvard Business School
*Research Seminar on 1 Mar 2013
21 - 25 Jan 2013Visiting Scholar
Kerrie Unsworth
Professor of Management and Organisations
University of Western Australia
*Research Seminar on 23 Jan 2013
30 Nov - 6 Dec 2012Research Visitor
Scott Highhouse
Professor and Ohio Eminent Scholar
Bowling Green State University
*Research Seminar on 4 Dec 2012
29 Oct - 3 Nov 2012Distinguished Visitor
Roy Lewicki
Irving Abramowitz Memorial Professor of Business Ethics
Max M. Fisher College of Business
Ohio State University
*Research Seminar on 1 Nov 2012
18 - 19 Jun 2012Research Visitor
Deborah Rupp
William C. Byham Chair of Industrial/Organisational Psychology
Department of Psychological Sciences; Affiliated Associate Professor, Krannert School of Management;
Purdue University
23 Apr 2012Research Visitor
Robert Lee Cross
William C. Farrish Professor, McIntire School of Commerce, University of Virginia
25 - 30 Mar 2012Research Visitor
Hans-Dieter Evers
Senior Fellow, Center for Policy Research,
University of Bonn
10 - 17 Mar 2012Research Visitor
James M. Diefendorff
Associate Professor of Psychology
University of Akron
5 - 6 Mar 2012Research Visitor
Natalia Karelaia
Assistant Professor of Decision Sciences
INSEAD, France
22 - 24 Feb 2012Research Visitor
Kanchan Mukherjee
Associate Professor of Organisational Behaviour & Human Resources Management
Indian Institute of Management Bangalore
20 - 27 Dec 2011
Research Visitor
Lori Foster Thompson
Associate Professor of Industrial Organisational Psychology
NC State University
5 - 7 May 2011Research Visitor
Hans-Dieter Evers
Senior Fellow, Center for Policy Research
University of Bonn
12 - 18 Mar 2011Research Visitor
Terry Connolly
Eller Professor of Management and Organisations
University of Arizona
24 - 27 Mar 2011Research Visitor
David V. Day
Woodside Professor of Leadership and Management
The University of Western Australia Business School
*Research Seminar: 25 Mar 2011
27 Feb - 7 Mar 2011Research Visitor
Spencer H. Harrison
Assistant Professor
Caroll School of Management, Organisation Studies Department
Boston College
*Research Seminar: 3 Mar 2011
9 - 13 Feb 2011Research Visitor
Sebastiaan van Doorn
Research Associate
Erasmus University
22 - 30 Jan 2011Research Visitor
Nicole Gillespie
Senior Lecturer,
University of Queensland
17 - 22 Jan 2011Research Visitor
Karl Aquino
Professor of Psychology
University of British Columbia
*Research Seminar: 19 Jan 2011
4 - 11 Jan 2011Research Visitor
Richard John Gentry
Assistant Professor of Management
University of Mississippi
*Research Seminar: 7 Jan 2011
4 - 13 Dec 2010Research Visitor
Lori Foster Thompson
Associate Professor of Industrial Organisational Psychology
NC State University
1 - 7 Nov 2010Research Visitor 
Carol Kulik
Research Professor in Human Resource Management
University of South Australia
*Research Seminar: 4 Nov 2010
24 Sep - 8 Oct 2010Research Visitor 
Brosh Teucher
Visiting Assistant Professor of Management & Organisations
Kellogg School of Management
10 - 17 May 2010Research Visitor 
Christian Troester
Research Associate
Erasmus University
*Research Seminar: 12 May 2010
17 - 31 Mar 2010Research Visitor 
Gary Johns
Professor: Research Chair in Management
Concordia University
*Research Seminar: 19 Mar 2010
13 - 18 Mar 2010Research Visitor 
James M. Diefendorff
Assistant Professor
University of Akron
8 - 15 Mar 2010Research Visitor 
Gregory D. Webster
Assistant Professor
University of Florida
8 - 12 Mar 2010Research Visitor 
Holly Brower
Associate Professor
Wake Forest University
8 - 12 Mar 2010Research Visitor 
Kurt T. Dirks
Professor
Washington University in St. Louis
*Research Seminar: 17 Mar 2010
4 - 7 Mar 2010Research Visitor 
Stefan Thau
Assistant Professor
London Business School
*Research Seminar: 5 Mar 2010
15 - 20 Feb 2010Research Visitor 
Marcel Zeelenberg
Full Professor
Tilburg University
*Research Seminar: 18 Feb 2010
25 - 29 Jan 2010Research Visitor 
Terence R. Mitchell
Edward Carlson Professor of Business Administration and Professor of Psychology
University of Washington
*Research Seminar: 26 Jan 2010
21 Jan 2010Research Visitor 
Michele J. Gelfand
Professor
Department of Psychology, University of Maryland
*Research Seminar: 21 Jan 2010
30 Sep - 30 Nov 09Research Visitor 
Markus Groth
Senior Lecturer
UNSW - Australian School of Business
5 - 17 Oct 09Research Visitor 
Christopher M. Barnes
Assistant Professor of Character Development and Research
United States Military Academy at West Point
30 Mar - 3 Apr 09Research Visitor 
Stephen E. Weiss
Associate Professor of Policy and International Business
Schulich School of Business, York University (Toronto)
23 - 30 Mar 09Research Visitor 
Jessica Bagger
Assistant Professor of Human Resources
California State University, Sacramento
22 - 28 Mar 09Research Visitor 
Martin Kilduff
Diageo Professor of Management Studies
Judge Business School, University of Cambridge
*Research Seminar: 23 Mar 2009
14 - 22 Mar 09Research Visitor 
Russell S. Cropanzano
Professor of Management
Eller College of Management, University of Arizona
*Research Seminar: 16 Mar 2009
14 - 20 Mar 09Research Visitor 
Terence Connolly
FINOVA Professor of Management and Policy
Eller College of Management, University of Arizona
12 Mar 09OBHR Career Talk (By Registration Only)
Panelists:
Mr. Andrew How - General Manager, HayGroup, Singapore Office
Mrs. Yee Siew Eng - Director, Human Resources, Prudential
Mr. Charles Quah - Training Consultant and former Director of Singapore Technology College

What does it take to raise your child to be independent?

Commenting on the enabling behaviour of parents, SMU Senior Lecturer of Organisational Behaviour & Human Resources and Director of Undergraduate Admissions at SMU’s Lee Kong Chian School of Business Paul Lim said parents often do this out of love, “drowning our children in love”. “But this kind of love is not the kind of love we should give them. Rather, we should love them in a way that invests in their growth and gives them skills for the future.” He added, “This includes letting them experience the consequences of their actions within safe boundaries.” He further explained that as parents, we respond in such ways because we see the consequence as a “threat” rather than a “challenge” to be overcome. However, he also cautioned against swinging to the other extreme and deliberately creating uncomfortable conditions to the point where the child’s mental health and physical safety are jeopardised. 
The Straits Times, 15 September 2024


Knocking off on a Thursday? Not everyone is up for this

Commenting on the possibility of a shorter work week, SMU Assistant Professor of Organisational Behaviour & Human Resources Jared Nai believes that unless there is a mandatory regulation, employers are unlikely to shorten the work week. He noted that since the government and unions have not provided clear guidance on reducing the work week, employers can decide for themselves whether such an arrangement would be more beneficial than the potential costs.
Lianhe Zaobao, 11 August 2024


Weekly Money FM Podcasts: Which of the ‘Magnificent Seven’ stocks should you add to your portfolio?

In the second part of a two-part interview, SMU Senior Lecturer of Organisational Behaviour & Human Resources Paul Lim shared his insights on organisational resilience in times of hardship. Stressing the pivotal role of leadership during tough times, he emphasised the need for proactive strategies to “buffer the organisation”. He suggested a possible approach is to enhance collaborative communication to foster a positive and supportive workplace.
The Straits Times, 12 February 2024


Life@Work: Improving organisational resilience before the next disruption

In the second part of a two-part interview, SMU Senior Lecturer of Organisational Behaviour & Human Resources Paul Lim shared his insights on organisational resilience in times of hardship. Stressing the pivotal role of leadership during tough times, he emphasised the need for proactive strategies to “buffer the organisation”. He suggested a possible approach is to enhance collaborative communication to foster a positive and supportive workplace.
Omny/Money 89.3FM (Night Tracks), 6 February 2024


How to build resilience and thrive in the face of uncertainty?

Workforces have largely returned to pre-pandemic levels and inflation has cooled. Yet, tech companies and startups in the US continue to slash their workforce in the first weeks of 2024 after massive layoffs last year. In the first of a two-part interview, SMU Senior Lecturer of Organisational Behaviour & Human Resources Paul Lim, shares helpful tips and advice on how to bounce back from a layoff.
Money 89.3 FM, 30 January 2024


Are you paying attention? Or are you multitasking? 

In a commentary, SMU Professor of Organisational Behaviour & Human Resources Jochen Reb, Director of SMU’s Mindfulness Initiatives, shared his research findings which attested to the well-being benefits of mindfulness, and discussed the importance of attention regulation for one to be productive.
The Straits Times, 8 January 2024


New year... new job? Tips on how to optimise your search in 2024

Commenting on the job market in 2024, SMU Assistant Professor of Organisational Behaviour & Human Resources Jared Nai, said that jobs related to artificial intelligence (AI) will be in high demand. “We are witnessing a huge leap in competence, comfort and accessibility in utilising AI for all sorts of decisions and work, so companies will be looking to improve their processes and increase employee efficiency by tapping AI tools,” he said. Asst Prof Nai added, “With the surge in AI skills demand and excitement over AI, I expect to see disruptions to administrative jobs and more hiring for consultants dealing with AI transformations for clients.”
The Straits Times, 1 January 2024


Want a happier and healthier 2024? Practise being thankful, express your gratitude to others

SMU Professor of Organisational Behaviour & Human Resources Jochen Reb is the founding director of the Mindfulness Initiative @ SMU, which was started in 2013 to support research in educational and outreach projects on mindfulness, with programmes that are open to the public and corporate organisations. He said, “Gratitude is a well-researched emotion and it’s clear that experiencing it brings both mental and general health benefits, including positive affect and lower stress.” Ms Chang Ching Chen, a mindfulness-based stress reduction teacher with the Mindfulness Initiative @ SMU, explained how the brain is “wired in a way that makes people tend to go into auto-pilot mode to achieve maximum efficiency”. SMU Doctor of Philosophy (PhD) candidate in organisational behaviour and human resources Eva K Peters, whose dissertation centres around mindfulness, said she started developing the “skill” of being grateful regularly in 2019 after becoming a certified yoga teacher. She commented that practising gratitude has helped her to better navigate failures and disappointments. 
TODAY Online, 31 December 2023


Integrity is the Key to Trust

In an interview, SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon discussed the concept of trust, defining it as the willingness to be vulnerable. Assoc Prof Tan's extensive research on trust in the workplace and cross-cultural management has revealed surprising findings, with integrity consistently emerging as the key factor. The study, spanning 20 countries, demonstrates that trust directly impacts productivity, emphasising the universal significance of integrity in fostering trust. Assoc Prof Tan also provided insights for Western-oriented managers engaging with Southeast Asian stakeholders, emphasising the importance of building relationships within in-groups. 
Essential Online, 28 November 2023


Keeping fit to curb workplace deviance

SMU Associate Professor of Organisational Behaviour & Human Resources Kenneth Tai has co-authored research informing the cost-benefit analysis of the relationship between economic production and physical fitness by uncovering a significant but overlooked cost associated with low physical fitness – deviance. He explained the reasons for deviant workplace behaviour, and shared why he and his co-authors see a solution in maintaining physical fitness. 
Phys Org Online, 28 November 2023


More can be done to tackle mental health biases, say experts

Sharing his views on how mental health discrimination at work can be tackled, SMU Professor of Organisational Behaviour & Human Resources Jochen Reb said that beyond incentivising organisations to try harder to avoid biased practices so as not to be penalised, legislation can express a society’s values by signalling what it cares about. “This can lead to organisations incorporating these values as part of their cultures, thus leading to less discrimination,” he said.
The Straits Times, 4 September 2023


Making sustainability part of university DNA

In a commentary, SMU Professor of Organisational Behaviour & Human Resources (Education) Thomas Menkhoff and SMU Adjunct Teaching Mentor Kevin Cheong discussed about their case study, Enhancing the Sustainability DNA of Singapore’s Gardens by the Bay through Induction Training. They highlighted the need to embed green practices into every aspect, and every member, of the institution, starting from induction training, to make meaningful change so that sustainability becomes part of an organisation's DNA. They shared how SMU does this by engaging with stakeholders and partners to further the discourse on sustainability through initiatives such as its sustainability blueprint, professional training that links career advice to sustainability, and postgraduate courses to equip students with key competencies for future green jobs across industries and sectors. They also offered suggestions on how organisations can integrate sustainability DNA into their operations and create meaningful change.
Times Higher Education Online, 11 August 2023


'Deeper than expected': Barbie film's female empowerment theme resonates with S'porean youth, leaves some craving more women-led content

Experts have pointed out that the persistence of gender inequality in Singapore society fuels demand for films like Barbie. SMU Associate Professor of Organisational Behaviour and Human Resources Michael Schaerer said that while in Singapore the gender pay gap has narrowed over time and women’s participation in the workforce has gradually increased, there is still “more work to be done”. In addition to its success in marketing and representation of women’s issues, Assoc Prof Schaerer said that there are also other aspects, such as the nostalgic value of the Barbie brand, the intergenerational themes that attract both adults and children, as well as popular actors Margot Robbie and Ryan Gosling attracting their own independent fanbases that has also contributed to the film’s success.
TODAY Online, 29 July 2023


Job applicants can support a company’s mission – and still ask for more money

Research conducted by SMU Associate Professors of Organisational Behaviour & Human Resources Marko Pitesa and Michael Schaerer, among others, found that job seekers appeared less inclined to negotiate salaries in roles framed with social impact language, due to fear of seeming selfish. The researchers propose that companies could mitigate this effect by emphasising pay transparency and objectivity in salary setting. This study challenges the conventional view that passion and pay are mutually exclusive in the job market.
The Wall Street Journal Online, 8 June 2023

City dwellers seek to pursue a slower pace and a return to their true selves

Commenting on the importance of mindfulness in a face paced country, SMU Professor of Organisational Behaviour and Human Resources Jochen Reb, who is also the Director of the Mindfulness Initiatives, noted that from a positive perspective, it is good that companies and individuals now attach importance to the health of their employees. As acceptance of mental health issues is growing, more people will also take the initiative to seek psychological help. On another level, Prof Reb also expressed concern about the issue of "fast-food meditation" and whether it only helps to treat the symptoms but not the root cause. He explained that convenient apps and the condensed version of mindfulness workshops may lead to users not actually understanding what they are doing and why they are doing certain practices. He concluded that mental wellness requires long-term investment, and everyone deserves to take the time to get to know themselves well, to recognise and take care of their emotions. Chang Ching Chen, Senior Content Strategist from the SMU Office of Integrated Information Technology Services and a Mindfulness-Based Reduction (MBSR) trainer, shared what led her to become a MBSR trainer and her observations on the psychological issues that are becoming increasingly prevalent among students, and how she hopes to help the youths and the elderly groups through mindfulness practice.
Lianhe Zaobao, 21 Apr 23

Asking about pay in a job interview makes you less likely to get hired

Research by SMU Associate Professor of Organisational Behaviour & Human Resources Marko Pitesa and Rellie Derfler-Rozin of the University of Maryland has found managers are less likely to hire candidates who ask about pay and perks during job interviews. The researchers also found that managers rate candidates who ask questions related to the job higher than applicants who also ask about compensation or benefits. The researchers chalked this up to something called "motivation purity bias" — meaning managers only want to hire people who are intrinsically motivated by the job itself.
Business Insider Online, 26 Dec 22

Poets&Quants’ Top 50 Undergraduate Professors of 2022

SMU Associate Professor of Organisational Behaviour and Human Resources Abhijeet K. Vadera and SMU Assistant Professor of Marketing Christilene du Plessis have been named as one of Poet&Quants’ Top 50 Best Undergraduate Business School Professors. SMU was among eight schools which had two professors on the list. The winners emerged from more than 500 nominations from students, alumni, colleagues, and school deans and they hail from 39 different schools.
Poets & Quants For Undergrads Online, 12 Dec 22

Employees want work-life balance, Bosses want to retain talent but worry about productivity, Conflicting emotions over a 4-day work week

Commenting on the pros and cons of having a four-day work week, SMU Assistant Professor of Organisational Behaviour and Human Resources Jared Nai shared that using an ongoing large-scale four-day pilot program in the UK as an example, preliminary results showed positive responses from employers. It was noted that productivity has not been affected, and some even observed an improvement in efficiency. Asst Prof Nai also explained why customer-facing industries may have reservations about a four-day work week, and the challenges they may face with flexible arrangements. He opined that some companies were accustomed to the conventional methods of work and lacked the ability to adapt existing policies and systems to accommodate new work arrangements.
Lianhe Zaobao, 23 Oct 22

To Achieve Happiness

While happiness is a universal human need, it is also a Singaporean aspiration that is in the nation’s pledge and anthem. In this two-part documentary journey, CNA presenter Munah Bagharib embarks on a personal journey to explore evidence-based ways to achieve happiness through wealth, work, rest, health, the mind, relationships, community & resilience. She spoke with SMU Dean of Students and Professor of Sociology (Practice) Paulin Straughan, SMU Professor of Psychology Norman Li, SMU Professor of Organisational Behaviour & Human Resources and Director of the SMU Mindfulness Initiative Jochen Reb and SMU Associate Professor of Psychology William Tov, who shared their insights on achieving happiness and well-being in various aspects of life.
CNA, 10 Oct 22

SG workers want more flexibility, training and attractive salary

SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon said that until the labour market eases, “employers are unlikely to dictate where employees work. Assoc Prof Tan said, "Some folks are talking about a 10-month work year, pointing to the need to provide more flexibility rather than less. What is happening in the labour market now is a movement towards employee preferences."
Berita Minggu, 5 Jun 22

The great renegotiation: Workforce expectations on the rise in S'pore

Commenting on surveys showing that a majority of workers want flexibility, training and are willing to quit if their demands are not met, SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon said choice is not on employers' side. She added that until the labour market eases, “employers are unlikely to dictate where employees work. Assoc Prof Tan said, "Some folks are talking about a 10-month work year, pointing to the need to provide more flexibility rather than less. What is happening in the labour market now is a movement towards employee preferences."
The Straits Times, 30 May 22

Physically fit people are less likely to engage in deviant behaviors, according to new research

A series of three studies published in the Journal of Applied Psychology provides evidence that physical fitness is negatively correlated with deviant behaviours that violate organisational and societal norms. “I got interested in this topic because issues related to physical fitness (e.g., exhaustion, poor nutrition etc.) continue to be on the rise on a global scale and are not actively managed in most organisations,” explained study author and SMU Associate Professor of Organisational Behaviour & Human Resources Kenneth Tai. Assoc Prof Tai and his colleagues found that physical fitness was negatively related to deviant behaviour and that this relationship was mediated by ego depletion. “The takeaway is that physically fit people are less likely to engage in deviance. In addition, our findings suggest that people who increase their physical fitness over time through physical activities are likely to develop greater self-control, which helps them override their impulses to engage in deviant behaviours,” he added.
Psy Post, 30 Apr 22

Vigilantism is an identity for some people, researchers report

SMU Associate Professor of Organisational Behaviour & Human Resources Abhijeet Vadera had contributed to a new study reported in the journal Organisational Behaviour and Human Decision Processes. The study supports the idea that for some people, vigilantism is a personal identity that spurs them to act in certain circumstances and reinforces their positive self-regard. In a series of studies, the researchers refined their methods for identifying those with a propensity for adopting a vigilante identity.
Illinois, 10 Mar 22

'People think the boss is always right': Workplace bullying not uncommon in Singapore, experts say

Commenting on the issue of workplace bullying, SMU Associate Professor of Organisational Behaviour & Human Resources Abhijeet Vadera said, “Unfortunately, it’s quite prevalent. But because we live in a society where it's extremely difficult for people who are bullied to speak up, not only in terms of the organisational systems, but also societal cultures, we don’t often hear much about it.” Assoc Prof Vadera also shared studies have shown that toxic workplace cultures have a clear impact on employees’ well-being and job satisfaction, as well as spill over effects on their personal life. Despite this, some organisations may choose not to sack those who have been found to be guilty of bullying, which could harm their reputation, said SMU Assistant Professor of Organisational Behaviour & Human Resources Kenneth Tai. He shared about the multi-pronged approach companies should have in creating a safe environment for their employees.
CNA Online, 21 Nov 21

These are the two things you should never say in a job interview | Chronicle

SMU Associate Professor of Organisational Behaviour & Human Resources Marko Pitesa and Derefler-Rozin co-authored the article, Motivation Purity Bias: Expression of Extrinsic Motivation Undermines Perceived Intrinsic Motivation and Engenders Bias in Selection Decisions. Their findings have broad implications for hiring managers, who can reject the best candidates by screening those who express interest in compensation. The authors wrote, “Penalising expressed extrinsic motivations is not only unfair to candidates but is also counterproductive from the point of view of maximising future employee performance.”
Oicanadian, 20 Nov 21

When your authority fluctuates throughout the day

A joint commentary by SMU Assistant Professor of Organisational Behaviour & Human Resources Michael Schaerer and three other academics shared their research which revealed that first-person experiences with power at work can differ greatly from the level of power their job titles suggest. They then recommended strategies for making power imbalances more manageable.
Harvard Business Review, 19 Nov 21

Smart manufacturing and its implications for Singapore's SMEs

In a commentary, SMU Professor of Organisational Behaviour & Human Resources (Education) Thomas Menkhoff and SMU postgraduate student Gopalakrishnan Surianarayanan, who is currently pursuing his Doctor of Business Administration degree, discussed about smart manufacturing and its implications for Singapore’s small and medium-sized enterprises. They shared about their ongoing study on the impact of Industry 4.0 (I4.0) on the business models of local manufacturers, and how their research interviews with key decision-makers across Singapore’s I4.0 eco-system helped to identify five key drivers and four main barriers for sustained I4.0 success.
The Business Times, 9 Nov 21

Commentary: Close friendships at work are lifelines that have frayed during the pandemic

In a commentary, SMU Assistant Professor of Organisational Behaviour & Human Resources Kenneth Tai discussed how the shift towards working from home and fewer physical opportunities to connect is causing close friendships at work to fray. He explained the importance of work friendships, and how the change in relationships at work affects productivity and organisational performance.
CNA Online, 18 Oct 21

The Big Read: Toxic workplaces more common than we think but when do we say enough is enough?

Commenting on the issue of toxic workplaces, SMU Professor of Organisational Behaviour and Human Resources Donald Ferrin said healthy, non-toxic organisations emphasise kindness, respect, due process, fairness, trust, compassion, and psychological safety. That said, the point at which an organisation “crosses the line” to be considered toxic is “really in the eyes of the employees themselves”, he said. SMU Associate Professor of Organisational Behaviour and Human Resources Michael Ramsay Bashshur said that people management is the hard part as it is never “plug and play”, or as simple as talking about “transparency” and “openness”. SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon noted that in the area of fairness, firms often emphasise outcome fairness (pay and bonuses) but overlook procedural fairness (having avenues for redress and ensuring that the criteria for decision are made clear) and interpersonal fairness (treating folks with dignity). SMU Lecturer of Organisational Behaviour and Human Resources Paul Lim identified insecurity to be at the root of toxicity in the workplace, drawing parallels to dominant work cultures here, such as the “Singapore FaceTime” – or the practice of not leaving before the boss does – and managers’ compulsive need to “double confirm” things. 

On laws to protect workers who feel harassed in toxic workplaces, SMU Assistant Professor of Law Benjamin Joshua Ong noted that the Protection from Harassment Act (POHA), for instance, prohibits intentionally causing harassment, alarm or distress through threatening, abusive or insulting words or behaviour or through doxing. SMU Associate Professor of Law Eugene Tan said a significant barrier to any law being effective in dealing with internal company affairs is the asymmetry of power within most organisations. Even with POHA, it may not be “straightforward” to prove a case of harassment at work, he said.
CNA Online, 18 Oct 21

IN FOCUS: Can good mentorship at work lead to a more fulfilling career - and life?

Commenting on the possible reasons for the lack of mentorship in Singapore, SMU Lecturer of Organisational Behaviour and Human Resources Dr Paul Lim said, “If you took (up mentorship) in your own time, or you decided to do it because you want to help, that’s something else. But if someone assigned (mentoring) to you, you have to take time off. You already have daily targets and things you have to deliver. And then now you have to babysit this person.” Dr Lim added that it’s “hard to measure the ROI (return on investment)” for mentorship, and noted that there is the mentor’s “very real” fear of being replaced. Regardless of the hurdles and blindspots of mentoring in Singapore, there is no better time to “rehash the topic” with work-from-home being the norm for the last one-and-a-half years, noted Dr Lim. He also explained the concept of “organisational socialisation” to illustrate the significant role that career mentorship can play in the pandemic.
CNA Online, 2 Oct 21

Commentary: Can employers justify paying workers who return to the office more than those who work from home?

In a commentary, SMU Assistant Professor of Organisational Behaviour and Human Resources Jared Nai discussed the issue of whether employers can justify paying workers who return to the office more than those who work from home. He opined that it is absolutely essential for companies to carefully calibrate the trade-offs if they choose to differentiate compensation and benefits for employees working from home versus those in the office. Asst Prof Nai also urged firms to focus on abiding by the spirit of “psychological contracts” – an implicit agreement employees have regarding the kind of work they agree to perform for the level of compensation provided by the employer, or risk fuelling dissatisfaction and having poorer work outcomes.
CNA Online, 31 Aug 21

Predicting work performance with personality 

A team of researchers from SMU and Ghent University in Belgium has demonstrated a way to combine the strengths of the two approaches of situational judgment test (SJT) and the trait theory to assess and predict work performance – an adjusted form of SJT with a contemporary rethinking of trait theory – and the results are promising. The team's paper, “The Predictive Power of People's Intra-individual Variability Across Situations: Implementing Whole Trait Theory in Assessment”, won the 2020 Joyce and Robert Hogan Award for Personality and Work Performance, presented by the U.S.-based Society for Industrial & Organizational Psychology. SMU Lee Kong Chian Professor of Human Resources Filip Lievens shared that the researchers enriched the SJT field by drawing on insights from recent developments in the personality domain. The research team included Prof Lievens and SMU Assistant Professor of Organisational Behaviour & Human Resource Ronald Bledow and several others from Ghent University.
Eurek Alert, 5 Mar 21
Life Science Weekly Online, 23 Mar 21

Enabling Singapore's youths to adapt in an era of climate change 

In a commentary, SMU Professor of Organisational Behaviour & Human Resources (Education) Thomas Menkhoff, SMU Associate Professor of Communication Management (Practice) Mark Chong and SMU Associate Professor of Information Systems (Education) Benjamin Kok Siew Gan discussed possible ways of enabling Singapore’s youths to adapt in an era of climate change. They opined that nudging youths towards more eco-friendly behavioural habits is arguably a feasible approach to build greater climate resilience. They also shared about how SMU provides all students with exposure to sustainability issues in the course of their university education, particularly via Big Questions and Ethics & Social Responsibility, various sustainability-related course initiatives and projects with industry.
The Business Times, 25 Feb 21

How To Be A Good Negotiator, According To Psychology  

Rather than going into a negotiation with the view that a gain for one side is a loss for the other (a so-called “win-lose mindset”), it is worth remembering that, depending on the terms of the deal, it could be win-win. This is according to the authors of a study published in the Journal of Applied Psychology in 2019. The team found that people in a position of financial vulnerability were more likely to hold the win-lose mindset by default, and less likely to capitalise on any opportunities for both sides to gain. “By holding this win-lose mindset, financially disadvantaged people may continue to make poor deals, perpetuating their situation,” said SMU Associate Professor of Organisational Behaviour & Human Resources Marko Pitesa, who was involved in the research. However, being aware of this mentality might help to stop it happening.
Research Digest, 19 Jan 2021

A balancing act: Why S'pore needs both local and foreign talents to power the economy 

SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon noted that although Singapore is competitive, challenges remain due to the focus on rote learning as current employers require a “sense of adaptability” and soft skills that Singaporeans might be lacking.
Vulcan Post, 1 Sep 2020 

Commentary: Why do you not feel like working from home? You’re probably procrastinating more

In a commentary, SMU Lecturer of Organisational Behaviour & Human Resources Paul Lim explained how procrastination may be one of the biggest contributing factors to a lack of productivity in remote working and suggested ways to break out of the procrastination cycle.
CNA Online, 21 Aug 2020 

Asking this question during an interview can wreck your shot at getting the job

A study titled “Motivation Purity Bias: Expression of Extrinsic Motivation Undermines Perceived Intrinsic Motivation and Engenders Bias in Selection Decisions” co-authored by SMU Associate Professor of Organisational Behaviour & Human Resources Marko Pitesa and another academic, found that hiring managers often have a significant bias against candidates who ask about pay and perks during interviews. Furthermore, managers rate candidates who focus on the job higher than applicants who inquire about benefits when evaluating people for positions.
Fast Company, 15 Aug 2020 

Narcissists don’t learn from their mistakes because they don’t think they make any

A study [titled “When and why narcissists exhibit greater hindsight bias and less perceived learning perceived learning] co-authored by SMU Associate Professor of Organisational Behaviour & Human Resources Jochen Reb revealed that narcissists fail to learn from their mistakes as they refuse to acknowledge that they have made a mistake.
Yubanet, 27 July 2020
India New England, 25 July 2020 
Newsweek, 24 July 2020 
Health Medicine Network, 23 July 2020

Retrenchment: What is fair compensation, clear communication and empathy in letting people go?

In an interview, SMU Associate Professor of Organisational Behaviour & Human Resources Tan Hwee Hoon shared her insights on Singapore’s jobs market outlook and retrenchment in a time of COVID-19. She discussed among other things, the role of HR in retrenchment, the proper retrenchment practice, fair compensation, and how companies should manage the process of letting employees go.
CNA (Heart of the Matter), 23 July 2020
CNA (Singapore Tonight, 10pm), 24 July 2020 

RESEARCH: The ONE trick to get exactly what you want in a negotiation

According to a research co-authored by SMU Assistant Professor of Organisational Behaviour and Human Resources Michael Schaerer, including an extra sentence which compares your offer to the seller’s minimum price in a negotiation increases the likelihood of you getting what you want. The research examined how negotiators can achieve both economic benefits and maintain a friendly relationship with those you are negotiating with
Real Business, 21 July 2020
Response Source, 20 July 2020

SMU Wins the 4th National Human Resources Case Competition

On 2nd February, Team Connect from Singapore Management University clinched the Championship title of the 4th National Human Resource Case Competition (NHRCC). The theme of the competition, organised by NBS Human Resource Consulting Club (HRCC), was ‘HR In The Age Of Rapid Digital Transformation’. 

The winning team from SMU: Jessica Lee Yi Ling, Ong Rui Mei Cassandra, Wong Hui Leng Cherin and Chew Chen Hao.

National Human Resources Case Competition 2018

The finals for the National Human Resources Case Competition 2018 was held on 10 February, at KPMG City House. SMU’s team did us proud in this annual inter-tertiary competition. 

The winning team from SMU: (L-R) Isaac Ng Zhe Hui, Clarissa Chia Sin Tong, Lee Yew Jie Sebastian.

National Human Resources Case Competition 2017 

The finals for the National Human Resources Case Competition 2017 was held on 11 March, at NTU. This event was sponsored by the Ministry of Manpower. SMU’s teams did very well and clinched 1st and 3rd positions. The teams were exclusively made up of business school students and members of the winning team were all OBHR majors.

HR's next generation looks ahead - SMU Inter-Tertiary HR Symposium 2017

More than 300 HR students and professionals turned out for the annual Inter-Tertiary HR Symposium in Singapore on March 4. With the theme of “Inspiring the Future Generations of HR Practitioners”, the free-admission event sought to expose HR aspirants at thje tertiary level to real world HR issues that might not be taught in school.
HRM Asia, March 2017

HR from the classroom

SMU School of Social Sciences undergraduate Amanda Tan Jia Qi shared her career aspirations in an interview. She is interested in venturing into the field of human resources and hopes to specialise in human resource consulting. Amanda also shared her views on the benefits of having multicultural teams.
HRM Asia, June 2015​​​​​​​

Using total rewards as an driver of engagement and performance

In a commentary, SMU Lee Kong Chian School of Business third-year student Ong Chuon Yan wrote that the proper implementation of a robust total rewards strategy has the potential to bring out the best from each different group of employees, increasing their productivity and driving performance in the process. However, he also highlighted that two key challenges that companies should address in order to implement such a strategy is identifying the gaps of the current strategy and recognising the importance of effective communication.
HRM Asia, April 2015​​​​​​​

Is HR Analytics the next big thing?

In a commentary, SMU School of Information Systems final-year student Joey Zeng Ying, with a second major in Organisational Behaviour and Human Resources, noted that analytics opens up huge opportunities for the human resources (HR) sector and that more companies will be investing in analytics in the next two year. Two benefits of this that she mentioned is that it enables better assessment of the company’s “HR health” by looking at data such as employee surveys and workforce data, and that it delivers strategic insights that give decision-makers the information needed to act.
HRM Asia, January 2015​​​​​​​

HR: Watchman of the organisation

In a commentary, SMU third-year business student Anton Chan drew the comparison between the role of the ancient watchman and the role of HR in organisations today. He is of the opinion that, like the watchmen, the key trait required of HR personal is to be vigilant at all times, and never complacent, as the role is vital in sustaining the life of the organisation.
HRM Asia, August 2014

What do HR students want?

They are the future torchbearers for HR in Asia. HRM speaks to university students specialising in HR as they prepare to embark on a HR career.
HRM Asia, August 2014

About Us

The Organisational Behaviour and Human Resources (OBHR) Society is made up of students who are passionate about OBHR. The OBHR Society creates a network of people for people, and has established a quadripartite relationship with various relevant constituencies – Students, Faculty, Alumni and Industry.


Our Objectives

  • Serve fundamentally as the voice of OBHR students to SMU Administrative and Faculty communities
  • Create and maintain the relationship with these constituencies to benefit the student community
  • Organize networking events and activities to promote OBHR as a major and foster closer bonds among OBHR students  


Our Members

All students who have declared OBHR as their 1st or 2nd major will automatically be enrolled into the membership and affiliation of the Society.



Events for AY24/25

  • Welfare Drive, October 2024
  • Alumni Networking Night, December 2024
  • HRising Symposium 2024, March 2025

The OBHR Society also organizes frequent company fireside chats and information sessions, provides info about internships, etc. Please join the OBHR Society Telegram Group for regular announcements


Yearbook

Click here to view the 15th OBHR Society Yearbook (AY23/24).


OBHR Society Exco

Click here to meet our 16th Exco.


OBHR and The OBHR Major

Video produced by the OBHR Society 13th Exco

Find out more about the OBHR Major

Contact Us

OBHR Society enjoys open communication with all interested parties in order to enhance the learning environment for students and strengthen relationships with all constituencies. Feel free to contact us at obhrsociety@sa.smu.edu.sg for any course/major-related advice, general queries or suggestions for improvement.


Follow / Like us on our social media platforms:

OBHR Electives presently scheduled to be offered in upcoming terms are as follows:  ​​​​​​​

2024-25, Term 1

Course CodeCourse NameInstructorNumber of SectionsMaximum EnrolmentTotal Maximum Enrolment
COR-OBHR1309Negotiating in Management and BusinessMichael Schaerer345135
OBHR201Human Capital ManagementWong Soong Meng24590
OBHR202CompensationFermin Diez14545
OBHR211Governing, Managing & Protecting Knowledge in OrganisationsKevin Cheong & Thomas Menkhoff14545
OBHR224Human Capital StrategyKumar Abhishek14545
OBHR225Technology Solutions for Human ResourcesKan Siew Ning14545
OBHR232Legal Environment and Employment RelationsAlvin Tan14545
OBHR234 Power and Politics in OrganisationsNina Sirola24590
OBHR302New The Science and Practice of Mindfulness at WorkEva Peters14545

2024-25, Term 2

Course CodeCourse NameInstructorNumber of SectionsMaximum EnrolmentTotal Maximum Enrolment
COR-OBHR1309Negotiating in Management and Business

Jared Nai

445180
COR-OBHR1310Working and Managing in a Digital WorldRonald Bledow24590
COR-OBHR2247New The Science and Practice of Mindfulness at Work Eva Peters
Jochen Reb
14545
OBHR201Human Capital ManagementYea Hee Ko24590
OBHR202CompensationFermin Diez14545
OBHR203Talent Acquisition and AssessmentFilip Lievens14545
OBHR204Training & DevelopmentChow Wai Fong14545
OBHR212Cross-Cultural Management & the Management of DiversityTan Hwee Hoon14545
OBHR215Organisational Change & DesignChow Wai Fong14545
OBHR228The Psychology of Managerial Decision MakingJochen Reb24590
OBHR235New HR ConsultingLeonard Lee14545
OBHR300Human Resouce AnalyticsFermin Diez14545
OBHR301Group Dynamics in OrganisationsKenneth Tai14545

Note: The above shows the scheduled classes as of 1 July 2024. The schedule is subject to changes due to facility availability and student enrolment. In case of oversubscriptions, additional offerings may be added.

For the most updated and accurate list of OBHR courses offered and their course attributes.

Please go to OASIS > BOSS > Courses & Schedules > Browse Course Catalogue

University Core Courses

COR1301 Leadership and Team Building

The overall objective of this module is to build and develop students’ competency in leadership and teamwork skills. The course employs both a theoretical and an experiential learning approach. Students will gain knowledge and skills about leadership development and team-building skills based on theories, principles, concepts, application, exercises/class activities, self-assessments/instruments, and experiential learning.


COR3304 Ethics and Corporate Responsibility
In this day and age, it is no longer sufficient for managers and leaders in organizations to be simply transactional or simply transformational. They also need to be fair, just, ethical, moral and responsible. This course is designed to explore, inform, and stimulate thinking on issues related to behavioural ethics and responsibility as encountered in the corporate world. To create this intellectual exchange, this course will focus on how individual and organizational behaviour is shaped by context as well as by biases, why these factors make it difficult for managers to be responsible leaders, and what can be done about the influence of these factors. 

It is important to emphasize that the goal of this course is not the ethical or moral transformation of students but to develop a set of tools and frameworks (where possible) that allow us to manage effectively in a world increasingly characterized by stakeholders with competing needs and responsibilities.


COR-OBHR1309 Negotiating in Management and Business
[This course can be taken to fulfill the University Core requirement or as an OBHR elective]

The ability to negotiate and manage conflicts effectively in modern organizations is critical to managerial success and organizational effectiveness. Skilled managers in the art and science of business negotiation and conflict management create significant value for their organizations when they deal with internal or external stakeholders. They, for example, secure cost effective and reliable flow of supplies; get better deals from powerful sole-source suppliers; enhance the financial value of mergers and acquisitions; settle potentially damaging disputes with labor union leaders or government officials; and resolve internal conflict constructively. The primary focus of this interactive course is on building effective negotiation and conflict management skills.


COR-OBHR1310 Working and Managing in a Digital World
[This course can be taken to fulfill the University Core requirement or as an OBHR elective]

This course examines organizational behavior in the context of technological innovation and digital transformation. Students develop an understanding of the profound impact technological changes have on people and how they accomplish personal, group, and organizational objectives. Topics include managing digital transformation, artificial intelligence, machine learning, leading change and innovation, the future of work, among others.

Business Core Course

OBHR101 Management of People at Work
This course focuses on managing people in the workplace. Students learn theoretical and conceptual foundations for understanding people, groups, and organizations, and practical tools for accomplishing personal, group, and organizational objectives. Topics include work motivation, decision making, organizational culture, organizational change and stress management, power and politics, personality and individual differences, and work values, attitudes, and emotions, among others.

OBHR Core Course

OBHR201 Human Capital Management
The course enables you to discover the challenging and competitive world of Human Capital Management. This learning experience will provide you with a broad understanding of basic Human Resource knowledge, skills and practices. Students will learn the concepts, processes and issues involved in implementation and decision making in the topical areas such as Talent Acquisition (planning, job analysis, recruitment and selection) Rewards (compensation, benefits, performance appraisal) and Development (training and development, career planning).

OBHR Electives Courses

COR-OBHR1309 Negotiating in Management and Business
[This course can be taken to fulfill the University Core requirement or as an OBHR elective]

The ability to negotiate and manage conflicts effectively in modern organizations is critical to managerial success and organizational effectiveness. Skilled managers in the art and science of business negotiation and conflict management create significant value for their organizations when they deal with internal or external stakeholders. They, for example, secure cost effective and reliable flow of supplies; get better deals from powerful sole-source suppliers; enhance the financial value of mergers and acquisitions; settle potentially damaging disputes with labor union leaders or government officials; and resolve internal conflict constructively. The primary focus of this interactive course is on building effective negotiation and conflict management skills.


COR-OBHR1310 Working and Managing in a Digital World
[This course can be taken to fulfill the University Core requirement or as an OBHR elective]

This course examines organizational behavior in the context of technological innovation and digital transformation. Students develop an understanding of the profound impact technological changes have on people and how they accomplish personal, group, and organizational objectives. Topics include managing digital transformation, artificial intelligence, machine learning, leading change and innovation, the future of work, among others.


OBHR202 Compensation 
This course examines the current research, beliefs, and principles on management of performance and workforce remuneration.  Aside from providing a core base of knowledge, the course will also provide an opportunity for the student to learn effective performance management skills – skills students can use in their future as part of their own career development or to develop others. The Performance Management portion of the course includes goal setting/communicating performance expectations, delivering performance feedback, and career development. The Compensation portion of the course includes methods for determining pay grades/scales, incentive based pay approaches, and international compensation.


OBHR203 Talent Acquisition and Assessment
This course focuses on the attraction, recruitment, and selection of employees into organizations.  This course is designed to provide students with a broad overview of the field of personnel selection by exposing them to a variety of theories, concepts, findings, and unresolved issues within this area.  An organizing theme, which cuts across the diverse topic areas covered in this course, is the commitment to empirical methods that currently characterize the fields of human resource management and organizational behavior.  Students will learn current scientific theories of management as well as “best management practices” as identified and demonstrated by leading organizations.  Students will learn how to develop and administer effective staffing procedures to achieve sustained competitive advantage for organizations.


OBHR204 Training & Development
This course introduces students to the theories, application and skills development aspects of Training and Development. Students will learn how to assess, design, develop, implement and evaluate a training program. In this regard, basic concepts of training, including total needs assessment, trainees’ learning motivations, learning and transfer theories as well as evaluation methods will be covered. The course also aims to give an understanding of how Training and Development is integrated into the overall organizational strategy. From an application point of view, students will get to design, develop and evaluate their own training programs. Finally, they will develop training skills through conducting a training session.


OBHR211 Governing, Managing & Protecting Knowledge in Organisations
The creation and management of knowledge and intellectual capital, knowledge-based work, knowledge workers etc. have become key preconditions for sustained corporate, regional or societal competitiveness in an era of rapid globalisation. Besides exploring the on-going shift towards a knowledge society/economy, the theoretical and empirical origins, definitions and domains of knowledge management (KM), its use and practical implications in terms of human resource management etc., the course will try to provide answers to the following core question: Which forms of creating and utilizing knowledge can enable both individuals and organisations to transform learning and innovative capabilities into key competencies? The course focuses on both the theoretical and applied literature on knowledge-based society/economy, knowledge work(ers) and knowledge management. Several case studies will be analysed aimed at illustrating the challenges managers experienced who tried to find answers to the issue raised above as well as to outline the benefits and consequences of ‘good’ KM.


OBHR212 Cross-Cultural Management & the Management of Diversity
With an increasingly globalized economy, managing employees of different cultural background becomes an imperative in organizations. This module takes the approach of understanding how culture differs and impacts on our interactions at the workplace. The course is broadly structured to enable an understanding of (a) cultures, (b) within culture differences, (c) between culture differences with an emphasis on how these similarities and differences impact workplace interactions. Case studies, role plays and self assessments will be used to provide students with both an academic and practical foundation in this area.


OBHR215 Organisational Change & Design
This course looks at how different organizational design choices facilitate or impede the achievement of organizational goals in the midst of ongoing market competition. It also highlights the need to initiate and manage ongoing and proactive organizational change programs to transform or sustain the organization. This module is valuable for students interested in pursuing a career in Human Resource Development or Organizational Development as it enables them to learn how to design an effective organization structure and culture as well as carry out planned organizational changes.


OBHR220 Working and Leading in High-Performance Teams
In modern organizations, most work is accomplished in teams. Importantly, teams are not only the work horses of organizations, but they are increasingly used to tackle the most important and strategic issues facing organizations.  Teams are charged with making important decisions, developing innovations, and solving complex problems. Thus, being able to develop and maintain high-performance teams is a crucial success factor for organizations. For individuals, their value to an organization depends to a large extend on how well they function as members and leaders of teams. Importantly team leadership is increasingly expected from all members of a team, rather than being tied to a specific official role; and team roles are becoming more and more fluid and situational. Moreover, organizations employ various types of teams, such as virtual teams, calling for increasing sophistication from their employees. The purpose of this course is to expose students to these issues and to make them familiar both with research and theory on teams as well as to increase their competency to work and lead in teams. Topics include team performance, team development, team innovation, team decision making, conflict in teams, and types of teams.


OBHR224 Human Capital Strategy
This course introduces you to the importance of developing human resources strategies, processes and practices that support the unique, longer-term goals of the organisation.  The program overviews the different operating models that organisations can apply to deliver value and the HR practices that enable this. In addition during the program we explore the changing business landscape and the emerging HR challenges that businesses and HR practitioners must address.  Topics include: Business strategy and HR strategy; aligning the HR operating model; the role of HR as a strategic business partner; building fit for purpose organisations; the changing HR landscape in China, India and Southeast Asia, emerging HR challenges – global organisations, diverse workforces, fast-growing organisations.


OBHR225 Technology Solutions for Human Resources
The use of technology to facilitate and enhance Human Resource Development and Management is becoming commonplace. This course puts an emphasis on how technology can be used strategically to benefit HRM/HRD in the work place. Using a multi-disciplinary approach, this course covers how technology is used in each step of the HR Life Cycle from recruitment to performance management to resignation and retirement. When deployed strategically to enhance the HRM/HRD function, technology solutions and off-the-shelf software can bring immense value to the company, government organization and NGO. It helps the organization increase productivity, reduces costs, and improves employee morale and job satisfaction. In addition to covering the use of technology to support the HRM/HRD function, this course also aims to cover the deployment of technology for best-practice HR, covering in-sourcing and outsourcing of HR functions. Examples from actual HRM/HRD case studies will be covered to provide a practice-oriented approach to students.


OBHR228 The Psychology of Managerial Decision Making
The quality of decision making determines whether a company rides the waves of success or falters. Good decision making is an art and a skill that helps managers to choose and implement the right actions to achieve organizational goals in the face of uncertainty. Good decision making considers not only economic perspectives, but a broad spectrum of objectives to ensure decisions make ethical and business sense. This course focuses on familiarizing you with the foundations of descriptive and prescriptive (and less so, normative) aspects of decision making in individual, group, and organizational settings. Topics include information processing, heuristics and biases, decision frames, managerial risk perceptions, affective influences on decision making, intuition and expertise, ethical decision making, and group decision making.


OBHR232 Legal Environment and Employment Relations
This course is designed to give students a broad understanding of the employment-related legal environment that companies operate under in Singapore. The focus will be on current applicable employment-related laws as well as employment relations with regards to employer, employee, union and government, especially with regards to the tripartite arrangement in Singapore.  There will be a segment on union relations and movement in Singapore. There will also be a detailed examination of different employment relations and related contracts.   

Readings from related journals and professional articles will be provided to enhance the depth of the subject matter. The students will be expected to individually reflect and pen down their personal thoughts on matters discussed. Experiential-based learning activities may also be introduced to allow students to exercise their ability to size challenges and choose a course of action based on the deemed environmental circumstances.


OBHR233 Employer Branding for HR
The way in which generational cohorts behave at the work place and perceive engagement may differ in many aspects. Millennials are best positioned to provide insights into how millennial employees are recruited and how they should be engaged in the work place.  In the context of a human resources related issue proposed by a client organization (e.g., Millennial talent management and engagement, Employer branding and recruitment), participants from Singapore and Indonesia are to collaborate with each other to present proposals to the client organisation.


OBHR234 Power and Politics in Organisations
Power, status, and influence are topics that make many people a little uncomfortable. However, power is a fundamental reality in much (maybe all) of organizational and social life. Power and influence are key mechanisms by which things get done.

This course is designed so that you will learn concepts useful for understanding power and influence, and ways of analyzing power dynamics in organizations. Even more importantly, the course encourages you to think about and develop your own personal path to power (which can include, of course, a path away from power), as well as to develop your skills in exercising power and influence—to make you more comfortable with “managing with power.” The course will also introduce difficult ethical questions associated with the use of power and influence, and challenge you to define for yourself what constitutes the ethical exercise of power and influence in your life.

The materials and ideas that form the basis for much of the course have been selected because they challenge many aspects of conventional wisdom or the taken-for-granted assumptions that many people hold about the sources of success and influence. The ideas and concepts are, however, well grounded in empirical literature in the behavioral and social sciences. If some of the readings or discussions disagree with your ideas or cause you to feel uncomfortable, that discomfort is part and parcel of the learning process.


OBHR235 Human Resources Consulting
The aim of this course is to help students learn about the world of HR consulting with an opportunity to develop skills that can be applied to HR consulting projects. To do this, students will learn the whole consulting process. These include consulting methodologies, building and managing client relationships, assessing consulting outcomes and more. The context of the consulting process will be done with reference to the different HR domains and functions. This will help students to have a comprehensive understanding of the people (HR) challenges that organisations face and for which HR consulting may help resolve. As all consulting projects involve change of some form, the key principles of change management will also be explored.  


OBHR299 Special Topics in Organisational Behaviour
These courses will be offered, usually on an ad hoc basis, to cover topics not already included in our ongoing courses. For example, a course may be offered to address a particular contemporary business issue; or a visiting faculty member may offer a course in his/her specific area of expertise.

The course focuses on the role of emotions and affect in the workplace. Students learn theoretical, conceptual, and empirical foundations for understanding the antecedents and consequences of emotion and moods in work settings; and practical tools for managing emotion to meet personal, workgroup, and organizational objectives. Topics include emotion and moods at intrapersonal and inter-personal levels of analysis, emotional intelligence, emotion in groups and at the organizational level, and the role of emotion in leadership and organizational behavior.


OBHR300 Human Resource Analytics
The future of the HR profession lies in analytics. No professional entering the field can expect to succeed in his or her career without a solid understanding and hands-on practice of analytical tools to help in making people deci-sions. 

To implement their business strategies effectively, leaders must deal with people issues in a way that allows them to gain competitive advantage through people. The organizations that will win the “war for talent” will be those which are better at identifying and keeping key talent, motivating high performance, developing and promoting staff and predicting future people needs accurately. HR professionals need analytics to address these challenges. For exam-ple, linking pay-for-performance has been a dogma of management, but recent research shows that most incentive plans do not produce the desired behavior, and that pay, in fact, has little correlation to business results. 

To succeed in the business world, it is imperative that HR provide data-driven answers and insights on how to implement and execute strategy through the people in the organization. The course provides students with practi-cal, hands-on approaches to connect HR policies and practices to business performance. You will review key statis-tics and finance concepts, such as ROI and people productivity; become familiar with available tools such as Workday and Tableau to complement Excel and others; discuss data collection, clean-up and warehousing; prac-tice building descriptive and predictive models; and get hands-on experience in applications for workforce planning, recruitment, compensation, training, career planning and turnover. At the end of the semester, you will be able to put HR analytics skills and tools to good use.


OBHR301  Group Dynamics in Organisations
Organizations are increasingly relying on teams to generate solutions required for sustained business success. However, it can be extremely challenging for leaders to manage teams effectively in today’s diverse, digital and dynamic times. This course examines the design, management, and leadership of teams in organizational settings and focuses on more than just formal team leadership as all team members can play leadership roles in teams. This is an advanced course which builds on and extends foundational knowledge learnt in OBHR101 with a specific focus on group dynamics. It provides detailed knowledge of how group and intergroup dynamics affect both individual functioning but also organisation-level outcomes. The emphasis is understanding the interpersonal processes and structural characteristics that influence the effectiveness of teams, the dynamics of intra-team relationships, and sharing of knowledge and information in teams. This course is designed to provide you with perspectives and skills that will help you to develop and manage high impact teams. Topics include understanding the foundations of high performing teams, decision-making in teams, managing team conflict; team creativity and innovation; leading diverse and virtual teams, among others.


OBHR302   The Science and Practice of Mindfulness at Work 
Our world is characterized by the related phenomena of VUCA (volatility, uncertainty, complexity, ambiguity) and overload (of attention, information, stimulation, and work). This affects our attention, emotions, cognitions, well-being, functioning, and performance. It challenges our ability to flourish, to both feel well and do well. In this course, we explore the science and practice of mindfulness as a way of flourishing at work and in life. Mindfulness-based practices are rooted in Eastern contemplative traditions but have been adapted to a secular, modern context. A large amount of research has accumulated showing that such mindfulness-based practices confer numerous benefits both for well-being and functioning, including at the workplace. 

“Mindfulness at work” has two meanings in this course: First, we will focus on mindfulness in the context of work and organizations. Second, we will incorporate mindfulness practices such as mindfulness meditations into the course itself. Thus, in this course, we will examine both the science as well as the practice of mindfulness. For the science aspect, we will read and discuss scientific research studies on mindfulness. For the practice aspect, we will engage in regular practice based on established and carefully designed secular mindfulness trainings. The practice aspect is integral to this course and students will be required to commit about 20-45 minutes daily to these practices. Evidence suggests that the practices can make you feel and function better and are a good investment of your time.

Subscribe to Organisational Behaviour and Human Resources

Follow us on