David R. Hekman

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David R. Hekman (born 1978) is an associate professor of organizational leadership and information analytics at the University of Colorado at Boulder. [1] Hekman's research focuses on improving organizational health, including the demographic pay gap [2] and the demographic power gap. [3] His work has been written about in The New York Times, The Washington Post, The Boston Globe, The Chicago Tribune, The Atlantic, and Forbes. [2] [4] [5] [6] [7]

Contents

Career

In 2000, Hekman was hired by aerospace manufacturing company Goodrich Corporation. In 2002, he began teaching business at the University of Washington. [8] In 2005, Hekman was hired as a consultant to Mark Emmert, University of Washington president. [9]

In 2007, Hekman was hired as a research faculty in the University of Washington School of Public Health. [10] He taught health care management and strategic management at the University of Wisconsin-Milwaukee from 2008 to 2012. [11] He now teaches organizational behavior at the University of Colorado at Boulder.

Hekman's research focuses on improving organizational health by minimizing organizational problems and increasing workplace virtues. Hekman has examined the pay disparity between white men and women and minorities, [2] finding that customers who viewed videos featuring a black male, a white female, or a white male actor playing the role of an employee helping a customer were 19 percent more satisfied with the white male employee's performance. [2] In a second study, he found that white male doctors were rated as more approachable and competent than equally well performing women or minority doctors. [4] [5] [6] [7]

Hekman has also shown that female and nonwhite executives who promote diversity tend to be penalized with lower performance ratings. [12] This article helps explain the persistence of the demographic power gap within organizations. Women and minorities may feel discouraged from hiring and promoting individuals who look like them because they are subconsciously aware that their bosses will judge them harshly for doing so. [13] [14] [15] [16] [17] [18] [19]

Hekman also examined physicians' attachment to their employers, physician technology resistance, and health care quality, [20] [21] finding that an employee's weak attachment is socially contagious, ultimately leading coworkers to leave the organization. [22] [23]

Hekman has also studied how to promote virtue in the workplace. He observed that leader humility involves leaders modeling to followers how to grow by engaging in the three behaviors of admitting weaknesses, appreciating followers' strengths, and modeling teachability. [24] [25] [26] He identified four main types of workplace courage: standing up to authority, uncovering mistakes, structuring uncertainty, and protecting those in need. [27]

Related Research Articles

Diversity training is any program designed to facilitate positive intergroup interaction, reduce prejudice and discrimination, and generally teach individuals who are different from others how to work together effectively.

Emotional labor is the process of managing feelings and expressions to fulfill the emotional requirements of a job. More specifically, workers are expected to regulate their emotions during interactions with customers, co-workers and managers. This includes analysis and decision making in terms of the expression of emotion, whether actually felt or not, as well as its opposite: the suppression of emotions that are felt but not expressed. This is done so as to produce a certain feeling in the customer or client that will allow the company or organization to succeed.

Organizational behavior (OB) or organisational behaviour is the: "study of human behavior in organizational settings, the interface between human behavior and the organization, and the organization itself". OB research can be categorized in at least three ways:

The business case for diversity stems from the progression of the models of diversity within the workplace since the 1960s. In the United States, the original model for diversity was situated around affirmative action drawing from equal opportunity employment objectives implemented in the Civil Rights Act of 1964. Equal employment opportunity was centered around the idea that any individual academically or physically qualified for a specific job could strive for at obtaining the said job without being discriminated against based on identity. This compliance-based model gave rise to the idea that tokenism was the reason an individual was hired into a company when they differed from the dominant group. Dissatisfaction from minority groups eventually altered and/or raised the desire to achieve perfect employment opportunities in every job.

Occupational inequality is the unequal treatment of people based on gender, sexuality, height, weight, accent, or race in the workplace. When researchers study trends in occupational inequality they usually focus on distribution or allocation pattern of groups across occupations, for example, the distribution of men compared to women in a certain occupation. Secondly, they focus on the link between occupation and income, for example, comparing the income of whites with blacks in the same occupation.

Realistic conflict theory, also known as realistic group conflict theory, is a social psychological model of intergroup conflict. The theory explains how intergroup hostility can arise as a result of conflicting goals and competition over limited resources, and it also offers an explanation for the feelings of prejudice and discrimination toward the outgroup that accompany the intergroup hostility. Groups may be in competition for a real or perceived scarcity of resources such as money, political power, military protection, or social status.

Workplace aggression is a specific type of aggression which occurs in the workplace. Workplace aggression can include a wide range of behaviors, ranging from verbal acts to physical attacks. Workplace aggression can decrease the ability of a person to do their job well, lead to physical declines in health and mental health problems, and can also change the way a person behaves at their home and in public. If someone is experiencing aggression at work, it may result in an increase in missed days and some may decide to leave their positions.

Team conflict

Team conflict is conflict within a team. Conflicts may be caused by differing goals, values or perceptions of the team members.

Professional Identification is a type of social identification and is the sense of oneness individuals have with a profession and the degree to which individuals define themselves as profession members. Professional identity consists of the individual's alignment of roles, responsibilities, values, and ethical standards to be consistent with practices accepted by their specific profession.

Perceived psychological contract violation (PPCV) is a construct that regards employees’ feelings of disappointment arising from their belief that their organization has broken its psychological contract of work-related promises, and is generally thought to be the organization’s contribution to a negative reciprocity dynamic, as employees tend to perform more poorly to pay back PPCV.

Job embeddedness is the collection of forces that influence employee retention. It can be distinguished from turnover in that its emphasis is on all of the factors that keep an employee on the job, rather than the psychological process one goes through when quitting. The scholars who introduced job embeddedness described the concept as consisting of three key components, each of which are important both on and off the job. Job embeddedness is therefore conceptualized as six dimensions: links, fit, and sacrifice between the employee and organization, and links, fit and sacrifice between the employee and the community.

Counterproductive work behavior (CWB) is employee behavior that goes against the legitimate interests of an organization. These behaviors can harm organizations or people in organizations including employees and clients, customers, or patients. It has been proposed that a person-by-environment interaction(the relationship between a person's psychological and physical capacities and the demands placed on those capacities by the person's social and physical environment.) can be utilized to explain a variety of counterproductive behaviors. For instance, an employee who is high on trait anger is more likely to respond to a stressful incident at work with CWB.

Stacy Blake-Beard has a BS in Psychology from the University of Maryland, an MA and a Ph.D. in organizational psychology from the University of Michigan. Since 2002, Blake-Beard has been teaching organizational behavior at the Simmons College School of Management and is currently a tenured Professor of Management. Before Blake-Beard joined Simmons, she was Assistant Professor of Administration, Planning, and Social Policy at the Harvard University Graduate School of Education. At HGSE she lectured on organizational behavior, cultural diversity in organizations, and mentoring relationships at work.

Workplace incivility has been defined as low-intensity deviant behavior with ambiguous intent to harm the target. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others. The authors hypothesize there is an "incivility spiral" in the workplace made worse by "asymmetric global interaction".

Stigma management is the process of concealing or disclosing aspects of one's identity to minimize social stigma.

Abusive supervision is most commonly studied in the context of the workplace, although it can arise in other areas such as in the household and at school. "Abusive supervision has been investigated as an antecedent to negative subordinate workplace outcome." "Workplace violence has combination of situational and personal factors". The study that was conducted looked at the link between abusive supervision and different workplace events.

The presence of psychopathy in the workplace—although psychopaths typically represent a relatively small percentage of workplace staff—can do enormous damage when in senior management roles. Psychopaths are usually most common at higher levels of corporate organizations and their actions often cause a ripple effect throughout an organization, setting the tone for an entire corporate culture. Examples of detrimental effects are increased bullying, conflict, stress, staff turnover and absenteeism; reduction in productivity and in social responsibility. Ethical standards of entire organisations can be badly damaged if a corporate psychopath is in charge. A 2017 UK study found that companies with leaders who show "psychopathic characteristics" destroy shareholder value, tending to have poor future returns on equity.

Trait activation theory

Trait activation theory is based on a specific model of job performance, and can be considered an elaborated or extended view of personality-job fit. Specifically, it is how an individual expresses their traits when exposed to situational cues related to those traits. These situational cues may stem from organization, social, and/or task cues. These cues can activate personality traits that are related to job tasks and organizational expectations that the organization values. These cues may also elicit trait-related behaviors that are not directly related to job performance.

Resistance to diversity efforts in organizations is a well-established and ubiquitous phenomenon that may be characterized by thoughts, feelings, or behaviors that undermine the success of diversity-related organizational change initiatives to recruit or retain diverse personnel. The use of such initiatives may be referred to as diversity management. Scholars note the presence of resistance to diversity before and after the civil rights movement; as pressures for diversity and social change increased in the 1960s, dominant group members faced workplace concerns over displacement by minorities.

Michàlle Mor Barak American social scientist

Michàlle E. Mor Barak is an American social scientist in the areas of social work and business management, a researcher, academic and author. She is Dean's Endowed Professor of Social Work and Business at the University of Southern California. She is known for being the first to offer a theory-based measure for the construct of inclusion. She was among the first to identify and offer differential definitions for diversity and for inclusion. She coined the term Globally Inclusive Workplace, which she developed into a theory-based model with practical applications.

References

  1. ↑ "David Hekman". CU Boulder. 2012.
  2. 1 2 3 4 Hekman, David R.; Aquino, Karl; Owens, Brad P.; Mitchell, Terence R.; Schilpzand, Pauline; Leavitt, Keith (2009). "An Examination of Whether and How Racial and Gender Biases Influence Customer Satisfaction". Academy of Management Journal. Archived from the original on 2010-07-07. Retrieved 2009-08-13.
  3. ↑ Hekman, D.R.; Johnson, S.K.; Foo, M.D.; Yang, W. (March 3, 2016). "Does diversity-valuing behavior result in diminished performance ratings for nonwhite and female leaders?". Academy of Management Journal. 60 (2): 771–797. doi:10.5465/amj.2014.0538.
  4. 1 2 Bakalar, Nicholas (June 23, 2009). "A Customer Bias in Favor of White Men". The New York Times . p. D6.
  5. 1 2 Vedantam, Shankar (June 1, 2009). "Caveat for Employers". The Washington Post . p. A8.
  6. 1 2 Jackson, Derrick (July 6, 2009). "Subtle, and stubborn, race bias". Boston Globe . p. A10.
  7. 1 2 Lake Effect. National Public Radio (radio).
  8. ↑ "Course Catalog". University of Washington. 2002.
  9. ↑ Roseth, Robert. (2005) "Emmert launches leadership initiative. [ permanent dead link ]" University Week, April 7, 2005.
  10. ↑ "Faculty Personnel Status Report" (PDF). University of Washington. January 17, 2008.
  11. ↑ "Schedule of classes". University of Wisconsin-Milwaukee. Hekman listed as BUS ADM 600 and BUS ADM 720 instructor.
  12. ↑ Johnson, S.K.; Hekman, D.R. (March 23, 2016). "Women and Minorities are Penalized for Promoting Diversity". Harvard Business Review .
  13. ↑ Lam, B. (April 2016). "A Workplace-Diversity Dilemma: What if the employees best positioned to hire undervalued minority candidates are … white men?". The Atlantic .
  14. ↑ O’Brien, S.A. (March 24, 2016). "Promote diversity? You could get dinged at work". CNN .
  15. ↑ Peck, E. (2016). "Apparently, There's A Place In Hell For Women Who DO Help Each Other". The Huffington Post .
  16. ↑ Hill, A. (July 2014). "Women promoting women: Damned if they do, damned if they don't". Financial Times .
  17. ↑ Feintzeig, R. (July 21, 2014). "Women Penalized for Promoting Women, Study Finds". The Wall Street Journal .
  18. ↑ Goldberg, Hannah (July 22, 2014). "Why It's Hard for Women to Promote Other Women". Time .
  19. ↑ McGregor, J. (July 23, 2014). "For women and minorities, advocating for diversity has a downside". The Washington Post .
  20. ↑ Hekman, D.R.; Steensma, H.K.; Bigley, G.A.; Hereford, J.F. (2009). "Combined Effects of Organizational and Professional Identification on the Reciprocity Dynamic for Professional Employees". Academy of Management Journal. 52 (3): 506–526. doi:10.5465/amj.2009.41330897. Archived from the original on 2009-01-04.
  21. ↑ Hekman, D.R.; Steensma, H.K.; Bigley, G.A.; Hereford, J.F. (2009). "Effects of Organizational and Professional Identification on the Relationship Between Administrators' Social Influence and Professional Employees' Adoption of New Work Behavior". Journal of Applied Psychology. 94 (5): 1325–1335. doi:10.1037/a0015315. PMID   19702374.
  22. ↑ Felps, W.; Mitchell, T.R.; Hekman, D.R.; Lee, T.M; Harman, W.; Holtom, B (2009). "Turnover Contagion: How Coworkers' Job Embeddedness and Coworkers' Job Search Behaviors Influence Quitting". Academy of Management Journal. 52 (3). doi:10.5465/amj.2009.41331075. Archived from the original on 2009-01-04.
  23. ↑ Glass, Ira (December 18, 2008). Ruining It for the Rest of Us. This American Life. Chicago Public Radio. Archived from the original (radio) on 2009-04-21.
  24. ↑ Owens, B.; Hekman, D.R. (2012). "Modeling How to Grow: An Inductive Examination of Humble Leader Behaviors, Outcomes, and Contingencies" (PDF). Academy of Management Journal. 55 (4): 787–818. doi:10.5465/amj.2010.0441.
  25. ↑ Makovsky, K. (February 16, 2012). "What Makes a Good Leader?". Forbes Magazine.
  26. ↑ Villarica, H. (January 2012). "Study of the Day: Humble Leaders Are Better Liked and More Effective". The Atlantic.
  27. ↑ Schilpzand, P.; Hekman, D.R.; Mitchell, T.R. (October 2014). "An Inductively-Generated Typology and Process Model of Workplace Courage". Organization Science. 26: 52–77. doi:10.1287/orsc.2014.0928.
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