Stephen Erik Humphrey

Color portrait of Stephen Humphrey

Professor of Management and Organization, Alvin H. Clemens Professor of Management

Office Address 439 Business Building
Phone Number 814-863-0597
Email Address seh25@psu.edu

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Stephen E. Humphrey is currently Professor of Management in the Smeal College of Business at Pennsylvania State University. He received his Ph.D. in Organizational Behavior and Human Resources Management (with a minor in Industrial/Organizational Psychology) from Michigan State University and his B.S. in Psychology from James Madison University.Dr. Humphrey's research focuses on the structure of work, with a primary focus on teamwork and the drivers of team success. Dr. Humphrey's research has been published in outlets such as the Academy of Management Journal, Journal of Applied Psychology, Journal of Personality, and Organizational Behavior and Human Decision Processes. In addition, he has co-authored several book chapters, presented over many papers at professional meetings, and is a member of the Academy of Management and INGroup.

http://www.personal.psu.edu/seh25/

Expertise

My research has focused primarily on answering two questions: How do you make a great team?- and -How do you make a team great? These two questions capture the essence of what I am passionate about in Organizational Behavior. The first question gets at issues of the "bottom-up" formative design of teams. That is, if one wants to build a successful team from scratch, what are the issues that are most important? It is through this lens that I have addressed topics such as the "seeding" of teams (Humphrey, Hollenbeck, Meyer, & Ilgen, 2007), putting the best members into the most strategically core roles (Humphrey, Morgeson, & Mannor, 2009), configuring the reward structure in a team (Aime, Meyer, & Humphrey, 2010; Beersma, Hollenbeck, Humphrey, Moon, Conlon, & Ilgen, 2003), structuring the team to capitalize on different beliefs and opinions (Homan et al., 2008; Moon, Conlon, Humphrey, Quiqley, Devers, & Nowakowski, 2003), and designing work to improve motivational and social processes (Harrison & Humphrey, in press; Humphrey, Nahrgang, & Morgeson, 2007; Morgeson & Humphrey, 2006).The second question deals with the "top-down" management of existing teams. That is, if we look at existing teams embedded in time, how does this temporal context affect a team's functioning? This question deals with such issues as member and role change (Moon, Hollenbeck, Humphrey, Ilgen, West, Ellis, & Porter, 2004), changes in rewards (Johnson, Hollenbeck, Humphrey, Ilgen, Jundt, & Meyer, 2006), and the progression towards an endpoint (Humphrey, Moon, Conlon, & Hoffman, 2004).Across both questions, a focus on the importance of roles in teams has become fundamental to my research; although roles have been central to sociological theories and have been an instrumental part in forming several individual- and team-level theories in Organizational Behavior, current theoretical models rarely address how roles influence individual action. Thus, my research increasingly incorporates a role-oriented view. Moreover, I have endeavored to test my research questions in field, lab, and archival populations, using a variety of statistical methods including Hierarchical Linear Modeling and meta-analytic techniques.

Education

Ph D, Organizational Behavior/Human Resource Management, Michigan State University, 2004

BS, Psychology, James Madison University, 1999

Courses Taught

BA 805 – Nego Theory Skills (2)
The ability to effectively negotiate is an essential skill for managers. Negotiations not only occur with customers or clients, but also between bosses and subordinates, among teammates and across departments. Being able to craft a successful deal, especially in difficult circumstances, requires knowledge of yourself, as well as the substantive material that you are negotiating. Effective negotiators know their own limitations as well as their strengths. They also listen well and have good analytical skills. And, they can craft agreements that garner gains for themselves as well as for other if such gains are possible. Successful negotiating is also closely allied with successful teamwork since both processes require listening, persuasion, influence skills, and creativity. This course will give students an overview of the difference between traditional (distributive) bargaining and interest-based (or integrative) negotiations. Students will learn the rudiments of interest-based negotiating and practice it in several negotiation simulations. They will learn how to identify their own and others' interests, to create and claim value and to craft constructive agreements for all parties. The course will concentrate on two person and small group negotiations as well as to deal with difficult opponents.

MGMT 601 – PH.D. DISSERTATION FULL-TIME
NO DESCRIPTION.

B A 505 – Negotiation Theory and Skills (Variable)
Development of managerial skills for distributive and integrative negotiationsat the two-party and team levels.

MGMT 521 – Complex Negotiations (2)
Develop concepts and strategies for analyzing and conducting multiparty negotiations.

MGMT 528 – Seminar in Organizational Behavior (3)
Current theoretical and research issues applicable to the study of individual and group behavior within organizational settings.

MGMT 420 – Negotiation and Conflict Management (3)
An exploration of the sources of interpersonal conflict and strategies of resolution in the managerial context.

MGMT 590 – Colloquium (1.5)
Continuing seminars which consist of a series of individual lectures by faculty, students, or outside speakers.

MGMT 597A – Performance Consulting (4)
This course covers selected topics in Management. Students will explore topics such as leadership, negotiation strategies, work-life balance, leading teams, power and influence, and managing a business network. The topics may change from year to year. The

MGMT 596 – Individual Studies (3)
Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.

Selected Publications

Humphrey S. E., LeBreton J., "The handbook for multilevel theory, measurement, and analysis." (American Psychological Association), 2018.
Humphrey S. E., Aime F., Cushenberry L., Hill A., Fairchild J., "Team conflict dynamics: Implications of a multi-level longitudinal view of conflict for team performance." Organizational Behavior and Human Decision Processes, vol. 142, 2017.
Knight A. p., Humphrey S. E., "Dyadic Data Analysis." 2017, Invited.
Hambrick D. C., Humphrey S. E., Gupta A., "When Does Executive Group Heterogeneity Matter Most (and Least)? Identifying The Structural Origins of Interdependence in Top Management Teams." Strategic Management Journal, 2015.
Humphrey S. E., Aime F., "Team microdynamics: Towards an organizing approach to teamwork." Academy of Management Annals, vol. 8, 2014.
Aime F., Humphrey S. E., DeRue D. S., Paul J., "The riddle of heterarchy: Power transitions in cross-functional teams." Academy of Management Journal, 2014.
Wagner III J. A., Humphrey S. E., Meyer C. J., Hollenbeck J. R., "Individualism-collectivism and team member performance: Another look." Journal of Organizational Behavior, vol. 33, 2012, pp. 946-963.
Conlon D. E., Tinsley C. H., Humphrey S. E., Ellis A. P., "Is it sometimes better to receive than to give? Preferences for receiver roles over proposer roles in consumer behavior ultimatums." Organizational Behavior and Human Decision Processes, vol. 119, 2012, pp. 64-77.
Summers J. K., Humphrey S. E., Ferris G. R., "Team member change, flux in coordination, and performance: Effects of strategic core roles, information transfer, and cognitive ability." Academy of Management Journal, vol. 55, 2012, pp. 314-338.
Morgeson F. P., Humphrey S. E., Reeder M. C., "Team Selection." (Oxford University Press), 2012.
Zinko R. A., Ferris G. R., Humphrey S. E., Meyer C. J., Aime F., "The nature of personal reputation in organizations: Two complementary studies aimed at construct and criterion-related validity." Journal of Organizational and Occupational Psychology, vol. 85, 2012, pp. 156-180.
Humphrey S. E., Hollenbeck J. R., Meyer C. J., Ilgen D. R., "Personality configurations in self-managed teams: A natural experiment on the effects of maximizing and minimizing variance in traits." Journal of Applied Social Psychology, vol. 41, 2011, pp. 1701-1732.
Humphrey S. E., "What does a great meta-analysis look like?." Organizational Psychology Review, vol. 1, 2011, pp. 99-103.
Jensen J. M., Conlon D. E., Humphrey S. E., Moon H., "The consequences of completion: How level of completion influences information concealment by decision makers." Journal of Applied Social Psychology, vol. 41, 2011, pp. 401-428.
Hollenbeck J. R., Ellis A. P., Humphrey S. E., Garza A., Ilgen D. R., "Asymmetry in structural adaptation: The differential impact of centralizing versus decentralizing team decision-making structures." Organizational Behavior and Human Decision Processes, vol. 114, 2011, pp. 64-74.
DeRue D. S., Nahrgang J. D., Wellman N., Humphrey S. E., "Trait and behavioral theories of leadership: A meta-analytic test of their relative validity." Personnel Psychology, vol. 64, 2011, pp. 7-52.
Harrison D., Humphrey S. E., "Designing for diversity or diversity for design? Tasks, interdependence, and within-unit differences at work." Journal of Organizational Behavior, vol. 31, 2010, pp. 328-337.
Aime F., Meyer C. J., Humphrey S. E., "Legitimacy of group rewards: Analyzing legitimacy as a condition for the effectiveness of group incentive designs." Journal of Business Research, vol. 63, 2010, pp. 60-66.
Humphrey S. E., Moregson F., Mannor M., "Developing a Theory of the Strategic Core of Teams: A Role Composition Model of Team Performance." Journal of Applied Psychology, vol. 94, no. 1, 2009, pp. 48-61.
Beersma B., Hollenbeck J., Conlon D. E., Humphrey S. E., Moon H., Ilgen D. R., "Role negotiation in self-managed teams: The effects of history and composition on coordination and performance." Organizational Behavior and Human Decision Processes, vol. 108, no. 1, 2009, pp. 131-142.
Homan A., Hollenbeck J., Humphrey S. E., van Knippenberg D., Ilgen D. R., Van Kleef G. A., "Facing differences with an open mind: Openess to experience, salience of intra-group differences, and performance of diverse work groups." Academy of Management Journal, vol. 51, no. 6, 2008, pp. 1204-1222.
Morgeson F., Humphrey S. E., "Job and team design: Toward a more integrative conceptualization of work design." (Emerald Group Publishing Limited), vol. 27, 2008, pp. 39-92, Invited.
Moon H., Marinova S. V., Hollenbeck J. R., Humphrey S. E., "Beneath the surface: Uncovering the relationship between extraversion and organizational citizenship behavior through a facet approach." International Journal of Selection and Assessment, vol. 16, 2008, pp. 143-154.
Humphrey S. E., Nahrgang J. D., Morgeson F. P., "Integrating motivational, social, and contextual work design features: A meta-analytic summary and theoretical extension of the work design literature." Journal of Applied Psychology, vol. 16, 2007, pp. 1332-1356.
Humphrey S. E., Hollenbeck J. R., Meyer C. J., Ilgen D. R., "Trait configurations in self-managed teams: A conceptual examination of the use of seeding to maximize and minimize trait variance in teams." Journal of Applied Psychology, vol. 92, 2007, pp. 885-892.
Johnson M. D., Hollenbeck J. R., Humphrey S. E., Ilgen D. R., Jundt D. K., Meyer C. J., "Cutthroat cooperation: Asymmetrical adaptation of team reward structures." Academy of Management Journal, vol. 49, 2006, pp. 103-119.
Ellis A. J., Humphrey S. E., Conlon D. E., Tinsley C. H., "Improving customer reactions to brokered ultimatums: The benefits of prior experience and explanations." Journal of Applied Social Psychology, vol. 36, 2006, pp. 2293-2324.
Morgeson F. P., Humphrey S. E., "The work design questionnaire (WDQ): Developing and validating a comprehensive measure for assessing job design and the nature of work." Journal of Applied Psychology, vol. 91, 2006, pp. 1321-1339.
Wagner J. A., Meyer C. J., Humphrey S. E., Hollenbeck J. R., "Effects of utilitarian and ontological individualism-collectivism on multitask performance in teams." Best Paper Proceedings, 64th Annual Meeting of the Academy of Management, 2005.
Humphrey S. E., Hollenbeck J. R., Ilgen D. R., Moon H., "The changing shape of large scale programs of research: MSU-DDD as an illustrative example." 2004, Invited.
Moon H., Hollenbeck J. R., Humphrey S. E., Ilgen D. R., West B. J., Ellis A. P., Porter C. O., "Asymmetric adaptability: Dynamic team structures as one-way streets." Asymmetric adaptability: Dynamic team structures as one-way streets. Academy, vol. 47, 2004, pp. 681-695.
Humphrey S. E., Moon H., Conlon D. E., Hoffman D. A., "Decision making and behavioral fluidity: How focus on completion and emphasis on safety changes over the course of projects." Organizational Behavior and Human Decision Processes, vol. 93, 2004, pp. 14-27.
Humphrey S. E., Ellis A. J., Conlon D. E., Tinsley C. H., "Understanding customer reactions to brokered ultimatums: Applying negotiation and justice theory." Journal of Applied Psychology, vol. 89, 2004, pp. 466-482.
Beersma B., Hollenbeck J. R., Humphrey S. E., Moon H., Conlon D. E., ilgen d. r., "Cooperation, Competition, and Team Performance: Towards a Contingency Approach." Academy of Management Journal, vol. 46, 2003, pp. 572-590.
Moon H., Conlon D. E., Humphrey S. E., Quigley N., Devers C. E., Nowakowski J. M., "Group structure and incrementalism in organizational decision-making." Organizational Behavior and Human Decision Processes, vol. 92, 2003, pp. 67-79.
Moon H., Hollenbeck J. R., Humphrey S. E., Maue B., "The tripartite model of neuroticism and the suppression of depression and anxiety within an escalation of commitment dilemma." Journal of Personality, vol. 71, 2003, pp. 347-368.
Humphrey S. E., Hollenbeck J. R., Meyer C. J., Ilgen D. R., "Hierarchical team decision making." 2002, Invited.
Humphrey S. E., Kahn A. S., "Fraternities, athletic teams, and rape: Importance of identification with a risky group." Journal of Interpersonal Violence, vol. 15, 2000, pp. 1313-1322.

Research Impact and Media Mentions

"Works well with others", Mother Jones Magazine
"Is corporate America cutting it's own throat?", Employers of America
"Simplifying Jobs Can Complicate Results, Research Finds", Society for Human Resource Management
"Social relationships matter in job satisfaction", Monitor on Psychology

Editorships

Personnel Psychology, Editorial Board, January 2010 - January 2013
Organizational Psychology Review, Associate Editor, January 2009 - January 2017
Academy of Management Journal, Editorial Board, January 2008 - Present
Journal of Applied Psychology, Editorial Board, January 2008 - Present