Internal Approval Routing Form
August, 2007
Title of Program/Center: Center for Human Resource Management
1. Review and Approval by Department
□
Date: N/A
2. Review and Approval by College
X
Date: 9/26/07
3. Analysis of Needed Resources by Academic Affairs: Adequacy,
Appropriateness, Availability
□
Date:_______
4. If Program is Graduate, Review by Graduate College
Executive Committee
5. Review by Senate Research Committee
X
Date: 03/27/08
□
Date:_______
□
Date:_______
6. Final Review by Academic Affairs for
Academic and Fiscal Soundness
Comments:
Please note that this center is concurrently being reviewed at UIUC,
and will be considered by the UIUC Senate on March 31, 2008.
UIC Revised on 3/24/08
1
REQUEST FOR NEW ADMINISTRATIVE, RESEARCH1
OR PUBLIC SERVICE UNIT
BACKGROUND
1. Name of Institution: University of Illinois* (Note CHRM is sponsored by the Institute of
Labor and Industrial Relations and the College of Business at the University of Illinois UrbanaChampaign and also the College of Business Administration at the University of Illinois at
Chicago.)
2. Title of Proposed Unit: Center for Human Resource Management (CHRM)
3. CIP Code (6-digits): _________________________________________________________
4. Proposed Date for Initiation of Unit: Unit initiated in 1991 and is seeking IBHE approval
to continue to use the title “Center.”
5. Contact Person: Charles Evans______________________________________
5.1. Telephone: 217-333-3079________________________________________________
5.2. E-mail: cevans4@uillinois.edu__________________________________________
5.3. Fax: 217-244-5763_____________________________________________________
6. Location: On-Campus X__
Off-Campus ___: Region Number(s)______
PURPOSE: OBJECTIVES, MISSION AND PRIORITIES
7. Unit Objectives and Contributions
7.1. What are the goals and objectives of the new unit?
The foremost goal of CHRM is to support education and research on applied human resource
topics that are immediately applicable in the workplace or classroom. Key activities of CHRM
include: 1) providing high-quality reports based on CHRM funded research that can be read by
business managers or students with immediate applications to the workplace; 2) conducting two
roundtable conferences per year for partners, faculty and students; 3) facilitating corporate
partners access to graduate students for internships and full-time employment; 4) providing
opportunities for educators and professionals to interact via a listserv and face-to-face events; and
5) conducting educational teleconferences for corporate partners during the academic year.
7.2. What is the relationship of the unit to the university’s mission and priorities? Is the unit
involved in instruction and, if so, to what extent?
1
Temporary approval may be sought through reasonable and moderate extension for creation of a new,
formally organized, research or public service unit that has a temporary mission up to five years.
Following that time period, the institution must seek permanent approval if the unit continues operation.
UIC Revised on 3/24/08
2
The Center for Human Resource Management administers programs that embody the
University’s mission of serving society by educating, creating knowledge, and putting knowledge
to work on a large scale.
In regard to creating knowledge, CHRM funds research in applied human resources. Each year
CHRM solicits from partners a list of critical issues. These issues are communicated to the
faculty, who then prepare proposals to conduct research to address the issues. The proposals are
first reviewed by a faculty board for scholarly merit and then a second review is conducted by a
board of practitioners focusing on the applicability of the research to the workplace.
Once approved by the CHRM Board, the faculty member is given seed money to conduct the
research and is encouraged to apply for additional support from foundations and government
agencies. Upon completion of the research, the faculty member prepares a working paper and
also presents the research findings to the participating organizations and the CHRM membership.
To date, CHRM has 65 completed research projects and has seven projects currently being
underway.
The research projects often include participation by graduate students, thus providing an
opportunity to work on real-life projects within an organization where students learn how to
collect data following established scientific methods. In addition, the research presentations
provide Ph.D. students experience in communicating their findings to a diverse audience.
Moreover, CHRM helps students and faculty members gain access to organizations where it is
often difficult to garner entrée to collect data.
Many of the CHRM projects have led to articles published in leading scholarly journals including
Journal of Applied Psychology, Academy of Management Journal, Academy of Management
Review, and Administrative Science Quarterly.
Relative to educating, CHRM hosts two roundtable conferences each year for HR executives,
faculty, students and alumni. The roundtables consist of an opening keynote presentation by an
academic speaker that is a subject matter expect on the theme of that conference. A partner panel
consisting of at least two corporate partners share how they address the theme and also answer
questions from participants. A legal update is given by a lawyer specializing in employment law
and research summaries based on completed CHRM-funded research are presented to the
attendees. Finally, a corporate practitioner offers the concluding keynote presentation.
With respect to engagement, CHRM offers corporate partners the opportunity to participate in
HR related teleconferences which are held during the academic year. The topics of
teleconferences range from Unproctored Internet Testing to Improving your College Recruiting.
CHRM also offers networking opportunities and facilitates a partner listserv.
Relative to the brilliant future where citizens of Illinois, the nation, and the world benefit,
CHRM is introducing Illinois HR Excellence. This is a certification program, conducted in
collaboration with the Illinois Chamber of Commerce, designed specifically to provide training
on effective human resource management, meeting the educational needs of small businesses in
Illinois.
7.3. What specific needs and measurable contributions will the unit make to statewide
priorities and needs? Also complete Table 1 to demonstrate how the program will
support one or more goals of The Illinois Commitment.
UIC Revised on 3/24/08
3
CHRM’s research projects and subsequent working papers are integral to our corporate partners’
success, faculty’s depth of knowledge, and students’ applied understanding of the workplace. In
addition, CHRM’s roundtables provide forums to discuss key HR and workplace issues impacting
the field. The Illinois HR Excellence program will train hundreds of individuals per year on
cutting edge HR practices.
7.4. What is the demand for the unit’s services? What clients or population will the unit
serve?
CHRM serves faculty and students from across colleges at two campuses (UIC and UIUC).
Faculty members apply for funding on an annual cycle and attend the roundtable conferences.
Approximately 20 corporate partners participate in CHRM. They attend roundtable conferences,
participate in applied research projects, and hire students as interns and permanent staff.
We expect the Illinois HR Excellence program to have a substantial impact on the practice of HR
in Illinois. There are over 17,000 businesses in Illinois that employ between 50 to 249
employees. Typically employers with less than 250 employees do not have a HR professional
with a formal degree in a human resources. Unfortunately, HR practitioners with little or no
formal HR training are at a higher risk for being non-compliant with employment laws.
According to the Illinois Department of Labor, in 2006 over 6,500 Illinois companies were
investigated for employment law violations, resulting in thousands of dollars in fines. A
company failing to comply with just one regulation could damage its reputation and/or face tens
of thousands of dollars in fines, penalties and/or litigation fees. The Illinois HR Excellence
program is designed to improve this situation by offering workshops covering the fundamentals
of HR and compliance.
The Illinois HR Excellence Certification (IHRE) program, sponsored by CHRM and the Illinois
Chamber of Commerce, is intended to reach human resource practitioners in small to mid-sized
organizations in Illinois. The IHRE is designed to provide essential knowledge to the HR
Practitioner with little to no formal education in human resources. The plan is to offer workshops
on the fundamentals of HR (how to manage a performance review, interviewing, screening,
performing background checks, training, job analysis and performance standards) and compliance
issues. Individuals could take one or all of the workshops offered. If the appropriate
combination of core workshops, electives, and a final capstone project are completed, a noncredit
certification would be awarded by University of Illinois CHRM and signed by the Dean of the
UIUC Institute of Labor and Industrial Relations and the Dean of the UIC College of Business
Administration.
Each workshop would be offered multiple times each year in different locations within the state.
Venues would the UIUC and UIC campuses, the University of Illinois Alumni Center in
downtown Chicago and at the Illinois Chamber of Commerce’s facilities. Ultimately it is the goal
that participants would attend at least one session on one of the campuses during the program.
8. Organization
8.1. Describe the proposed unit’s organizational structure.
CHRM has a faculty director from each campus (UIC and UIUC) each earning a 1/9 summer
salary for their 12 months of work with the Center and a corporate director. Both faculty directors
report to their deans, respectively. A 75% FTE assistant director reports to and works with the
UIC Revised on 3/24/08
4
directors. The assistant director develops and implements the Center’s programs, oversees all
external relations, and handles the day-to-day operations of the Center. The CHRM executive
board consists of 4 faculty members (2 from UIC and 2 from UIUC) and six corporate board
members. The ILIR business manager assists CHRM with the University of Illinois Foundation
account and research account management.
8.2. Explain how the unit is organized to meet its objectives.
With respect to the research component of the Center’s mission, the faculty directors mentor their
colleagues to prepare proposals that are likely to be academically sound. The corporate and
faculty directors host the roundtables and facilitate the board meetings. The assistant director
assists with finding research sites for projects/faculty interested in research projects that match
the partners’ needs. All of the directors work to encourage organizations to join the Center and
support research. The faculty directors and the assistant director work closely with the deans to
meet the respective needs of their colleges. For instance, the Center is working with the Dean of
ILIR to provide continuing education opportunities for alumni. The assistant director oversees
the external relations of the Center, including development of the Center’s marketing materials.
OUTCOMES2
9. Unit Outcomes
9.1. What targets have been set to assess the proposed unit’s success in achieving objectives?
Among others, specific performance measures might include:
 Expected research and/or public service products;
The Center for Human Resource Management solicits research through its annual research
funding program. As noted earlier, 65 working papers have been completed and the trajectory
remains strong with seven projects currently being supported. In regards to economic
development, CHRM is developing the HR Excellence Certification so that a wider array of
people will be able to learn about HR and in turn will serve the needs of small businesses in the
State.
 Ratio of external to internal funding for the unit;
The Center has been successful in attracting external funding through corporate partnerships since
1991. About twenty corporate partners sponsor CHRM’s annual activities. CHRM annual
activities include hosting the two executive roundtables, funding research proposals and covering
faculty/staff support. Two units, UIC College of Business Administration and UIUC College of
Business monetarily support CHRM with $10,000 each year and ILIR supports CHRM with
$5,000.
The Center consistently seeks external funding to expand its program offerings and to enhance
what we already provide.
These quality indicators should be sufficiently specific so that at the end of the third year of the unit’s
creation, the institution can provide a progress report on its success in achieving initial outcomes in its
annual Results Report.
2
UIC Revised on 3/24/08
5
 Impact of this unit on national, state, regional, and local area organizations, business,
or communities;
CHRM makes an impact on the alumni, faculty, and student communities in addition to the
business communities of its members by growing the body of knowledge through its research and
then communicating the knowledge in the form of roundtables and working papers. Specific
outcome measures include the number of publications from CHRM funded research and the
number of attendees at our events.
The Center strives to increase its impact by continuing to develop its public engagement activities
with programs such as the two-day Global HR conference co-sponsored with CIBER and with the
HR Excellence Certification.
 Collaborative research product that promotes the Illinois economy.
10. Resources
10.1. Indicate the number of students, business, industries, and/or other clients to be served
by this unit. Include a description of faculty participation and student involvement in
the unit if applicable. Table III should be completed (even if no new state funding is
requested in the budget year) and should reflect all sources of funds, both state and
non-state, and reallocations. A narrative budget statement should be provided to
explain Table III, to include the following information:
 Explain projected increments in total resource requirements (line 1) in terms of
projected staff requirements, equipment and materials, and contractual services.
 Explain new state resources required (line 6) in the budget year in terms of
assumptions and factors used to construct line items 7 through 11. If resource
requirements in the budget year include non-recurring costs (e.g., one-time
equipment purchases), describe how these resources will be reallocated in subsequent
years.
UIC Revised on 3/24/08
6
Table II
Population
Faculty
Students
Alumni
Non UIUC Faculty
Partners
Business Community
UIC Revised on 3/24/08
Avg.#
Impacted/Served
Yearly
Program/Description
25+ (from two campuses Attend roundtables
and 5 different colleges)
2+
Receive
funding
for
research project
5
Receive
assistance
in
finding
data
site/guest
speaker
10+ PhD students
Attend roundtables
2+ masters students
6+
Participate
in
research
projects/earn
research
assistantships
10+
Attend roundtables
CHRM allows faculty from
other
universities
to
participate
in
research
studies as long as the UI
faculty
is
the
lead
researcher
20+
(partners
are Attend roundtables
encouraged
to
bring
subordinates
as
a
developmental tool)
10+
Participate
in
HR
teleconferences
6
Participate in recruiting of
students/alumni
12
Participate in research data
collection
4
Participate in the annual
networking event
5
Non-partners
that
participate
in
our
roundtables
10
Participate
in
annual
networking event
7
10.2. Describe the facilities and equipment available, including buildings, classrooms,
laboratories and equipment, office space, and library resources.
CHRM physically uses an office in the Institute of Labor and Industrial Relations, a desktop
computer and a laptop. Roundtables and professional workshops are held in rented space.
11. Quality Assurance Processes
11.1. Briefly describe the processes that will yield evidence to demonstrate the quality of the
unit. Address the following elements:
 Evidence that the unit supports the university’s mission and statewide goals;
Since its inception in 1991, CHRM has funded research which has led to journal
publications and hosted faculty/practitioner conferences thereby creating knowledge
and educating. In addition, through research awards, CHRM supports PhD student
development training them in scientific methods to become the educators of the future.
 Evidence that the unit’s product or outcomes achieve stated objectives;
CHRM’s goal is to fund research that is publishable in the leading journals. As noted
earlier CHRM projects have been published in Journal of Applied Psychology,
Academy of Management Journal, Academy of Management Review, and
Administrative Science Quarterly to name a few. Being published in peer reviewed
journals is the ultimate objective assessment of CHRM’s success. CHRM will
continue to assess its impact on the field by tracking articles that have been published
from CHRM funded projects.
 Determination of organizational effectiveness;
CHRM funds research, hosts roundtable conferences and is developing the HR
Excellence Program. CHRM will measure its success by the number of projects
funded, the number of attendees at events and the number of certifications earned.
 Faculty and staff qualifications and reward structures;
CHRM directors are tenured faculty at the University of Illinois/ corporate vice
presidents of human resources. The assistant director has a masters’ of human
resources. The faculty and assistant director are assessed by their respective deans
during an annual review process.
 Determination of adequate support staff, equipment, and other resources; and
Since CHRM is predominately self-sufficient unit, staffing and equipment requests are
addressed on as needed basis.
 Use of results from evaluations to improve the unit’s effectiveness.
After each roundtable, practitioners, faculty and students complete an evaluation.
Results of the evaluation are discussed at the next directors meeting. Major changes
are proposed at the subsequent board meeting.
UIC Revised on 3/24/08
8
Table I
HOW THE NEW UNIT SUPPORTS THE GOALS OF The Illinois Commitment
Goal
1. Higher education will help Illinois sustain
strong economic growth through its teaching,
service, and research activities.
2. Higher education will join elementary and
secondary education to improve teaching and
learning at all levels.
3. No Illinois resident will be denied an
opportunity for a college education because of
financial need.
4. Illinois will increase the number and
diversity of residents completing training and
education programs.
5. Illinois colleges and universities will be
accountable for providing high quality
academic programs and the systematic
assessment of student learning outcomes while
holding students to ever higher expectations for
learning and growth.
6. Illinois colleges and universities will
continually improve productivity, cost
effectiveness, and accountability.




How met
HR Excellence Certification
Roundtables
Working Papers
Teleconferences
Use the online evaluations from roundtables
and workshops to continually improve the
quality of the programs.
Units do not have to contribute to every goal, but must contribute to at least one.
UIC Revised on 3/24/08
9
Table III
TOTAL RESOURCE REQUIREMENTS FOR THE NEW UNIT
Current
Year
180,000
Budget
2nd
3rd
4th
Year
Year
Year
Year
180,000 185,400 191,000 196,700
1
Total Resource Requirements
2
Resources Available from Federal
Sources1
---
----
3
Resources Available from Other
Non-State Sources1
165,000
165,000 170,400 176,000 181,700
4
Existing State Resources2
15,000
15,000
15,000
15,000
15,000
5
Resources Available through Internal
Reallocation3
---
---
---
---
---
6
New State Resources Required4
---
---
---
---
---
N/A
N/A
N/A
N/A
N/A
7
Breakdown: New State Resources
Required
FTE Staff5 (#)
N/A
N/A
N/A
N/A
N/A
8
Personal Services Costs
N/A
N/A
N/A
N/A
N/A
9
Equipment and Instructional Costs
N/A
N/A
N/A
N/A
N/A
10 Library Costs
N/A
N/A
N/A
N/A
N/A
11 Other Support Services Costs6
N/A
N/A
N/A
N/A
N/A
1
---
---
---
These lines reflect funds available (not incremental funds) from non-state sources in any given year
Existing state resources in each successive year are equal to the sum of the previous year’s existing state
resources (line 4); plus resources made available through internal reallocation (line 5); plus new state
resources (line 6). If state resources allocated to a program in any given year (line 4) exceed state resource
requirements needed to support the program in the following year, state resource requirements should be
reduced with a negative dollar adjustment on line 5. The sum of lines 2 through 6 will always equal line 1.
2
3
Numbers can be either positive (allocated to the program) or negative (allocated away from the program).
4
Reflects the level of state funding requested in the referenced year. Dollars reported are incremental.
5
Reflects the number of FTE staff to be supported with requested funds. Not a dollar entry.
6
Other dollars directly assigned to the program. Do not include allocated support services.
UIC Revised on 3/24/08
10
Line 1
Current Year: the figure represents funds used to operate CHRM for a year. Subsequent years
anticipate a 3% increase in operating expenses.
Line 2
The Center does not currently have resources available from federal sources. If the Center is
awarded federal grants, those funds will be reallocated directly to the programs or activities that
the grants name: those programs and activities will likely be incremental programs already
offered through CHRM.
Line 3
Current Year:
The figure represents funds raised by partner payments ($150,000), interest earned ($5,000) and
University of Illinois at Urbana-Champaign College of Business support ($10,000). 2nd Year, 3rd
Year and 4th Year: anticipate a 3% growth in income per year from the Illinois HR Excellence
Certification.
Line 4
Current Year: The figure represents the state funds allocated by the Institute of Labor and
Industrial Relations ($5,000) and from University of Illinois at Chicago College of Business
Administration ($10,000).
Line 5
The Center does not have any resources available through internal reallocation.
Line 6-11
The Center is not requesting new state resources at this time.
UIC Revised on 3/24/08
11
Addendum: CHRM Working Paper List
Working Paper
Employee Stock
Options: Their Value
to Employees
2007, #65
Compensation and
Reward Systems in a
Multicultural
Context
2006, #64
Researchers
Craig Olson and Kevin
Hallock
Campus
UIUC (LIR)
Joseph Martocchio,
Aparna Joshi, Niti Pandey
UIUC (LIR)
Cultural and
Institutional
Determinants of HR
Systems in
International
Affiliates of
American
Multinational
Corporations 2006,
#63
The Successful
Employment
Relationship: How is
it Achieved?
2006, #62
John Lawler, Jongseok
Bae, Shyh-jer Chen, Fred
Walumbwa, Harish Jain,
Pei-Chuan Wu, Peng
Wang, Bing Bai and
Nguyen Ha
UIUC (LIR)
Sandy J. Wayne, Brian C.
Glibkowski
UIC (Managerial
Studies)
Creating
Commitment in a
Distributed
Workforce
2005, #61
Creating a
Customer-Focused
Culture Through
Servant Leadership
2005, #60
Mike Pratt, Kevin
Rockmann
UIUC (Business)
Robert Liden, Hao Zhao,
David Henderson
UIC (Managerial
Studies)
UIC Revised on 3/24/08
12
Understanding the
Effects of Workplace
Diversity: Case
Study of a
Knowledge-based
Organization
2005, #59
Aparna Joshi, Niti Pandey
UIUC (LIR)
Putting the S Back in
Corporate Social
Responsibility: A
Multi-Level Theory
of Social Change in
Organizations
2004, #58
Behavior and
Affect/Emotions
Over Time
2004, #57
Ruth Aguilera, Deborah
Rupp, Cynthia Williams,
Jyoti Ganapathi
UIUC (Business, LIR,
Psychology, Law)
Charles L. Hulin, Reeshad
S. Dalal, Michael R.
Bashshur
UIUC (Psychology)
Work Needs and
Motivators of
Information
Technology
Professionals: A
Preliminary Sketch
2004, #56
Ruth V. Aguilera, John C.
Dencker, John J. Lawler,
Jin Feng Uen
UIUC (Business, LIR)
A Longitudinal
Person-Environment
Fit Approach to
Understanding
Retention of IT
Workers: Summary
of Preliminary
Findings
2004, #55
Brent Roberts, Emily
Crawford, Chuah Siang
Chee
UIUC (Psychology)
Toward a "Real
Options"
Perspective of
Ravi Madhavan, Joe
Mahoney
UIUC (Business)
UIC Revised on 3/24/08
13
Strategic
Outsourcing
2004, #54
What do HR
Practices do? A
Multi-Method Study
of the Effects of HR
Practices on Work
Events and Job
Outcomes
2004, #53
Teresa Glomb, Andrew
Miner, Chuck Hulin
UIUC (Psychology)
The Role of Human
Resource
Management in
Cross-Border
Mergers and
Acquisitions
2004, #52
Ruth Aguilera, John
Dencker
UIUC (Business, LIR)
Feedback and
Performance
Appraisal in the
High-Tech
Workworld
2003, #51
A Descriptive
Analysis of Layoffs
in Large U.S. Firms
Using Archival and
Interview Data:
1970-2002
2003, #50
The Influence of
Conscientiousness
and Openness to
Experience on
Positive Discrepancy
Creation in Training
2003, #49
Greg Northcraft, Matthew
Liao-Troth, Mark Fuller,
Elissa Perry
UIUC (Business, LIR)
Kevin Hallock
UIUC (LIR)
Joe Martocchio, Cindy Wu
UIUC (LIR)
UIC Revised on 3/24/08
14
Safety Culture and
Safety Performance:
A Model of the
Managerial Factors
Affecting Employee
Safety
2003, #48
Understanding
Employee Retention
from a Careers
Perspective
2003, #47
Assimilation of
Newcomers into the
Organization
2002, #46
Predicting Employee
Retention: An
Examination of a
Retention Likelihood
Scale
2001, #45
Achieving
Integration in a
Diverse Workplace
2001, #44
Scott Siebert, Maria
Kraimer, Hao Zhao
UIC (Managerial
Studies)
Maria Kraimer, Sandy
UIC (Managerial
Wayne, Scott Seibert,
Studies)
Robert Liden, Jesus Bravo
Robert Liden, Sandy
Wayne, Talya Bauer,
Berrin Erodgan
UIC (Managerial
Studies)
Wayne C. Lee, Fritz
Drasgow
UIUC (Psychology, LIR)
Bob Liden, Ray Sparrowe,
John Maslyn, Monica
Gavino, Staci Clark
UIC (Managerial
Studies)
HRM and the Web:
Evolution or
Revolution?
2001, #43
Overheads of the Spring
2001 Roundtable
UIUC/UIC
Designing Global
Work Teams:
Optimizing The
Effects of National
Culture on New
Product
Development
2001, #42
Changing Nature of
K. Sivakumar, Cheryl
Nakata
UIC (Marketing)
Lynn Shore, Lois Tetrick,
UIC (Managerial
UIC Revised on 3/24/08
15
the Employment
Relationship
2001, #41
Making Employee
Network Groups
Work
2000, #39
Sandy Wayne
Studies)
Ray Friedman, Kellina
Craig
UIC (Managerial
Studies)
Determinant and
Consequences of
Teamwork:
Implications for U.S.
Companies in China
1999, #36
The Effects of
Leader Sponsorship
and Informal
Networks on
Managers’
Influence, Control of
Resources, Turnover
Intentions, and Job
Performance
1999, #34
Linking Human
Resource
Management
Practices to
Organizational
Attitudes and
Behavior Across
National Cultures
1998, #33
The Leadership
Skills Assessment: A
Multimedia
Computerized
Leadership
Assessment Can
Predict
Performance!
Xiangming Chen, James
Bishop, K. Dow Scott
UIC (Business
Administration)
Bob Liden, Raymond
Sparrowe
UIC (Managerial
Studies)
John Lawler, Joseph
Martocchio, Fritz
Drasgow, Christopher
Robert, Tahira Probst
UIUC (LIR/Psychology)
Fritz Drasgow, Michelle
Donovan, Mindy Bergman
UIUC (LIR/Psychology)
UIC Revised on 3/24/08
16
1999, #32
Anger and
Aggression in
Organizations:
Antecedents,
Behavioral
Components, and
Consequences
1999, #31
Expatriates’ Work
and Cultural
Adjustment.
Feedback Report
1997, #29
Linking Sales
Compensation to
Firm Performance
1996, #28
Evaluating the
Effectiveness of
Training: Feedback
1997, #27
The Empowerment
Skills Assessment:
The Development of
a Computerized
Video Assessment of
Empowering
Leadership
1997, #25
Effectiveness of
Contingent Work
Forces – Study Two:
A Comparison
Between External
and Internal
Contingents
1997, #24
Effectiveness of
Contingent Work
UIC Revised on 3/24/08
Charles Hulin, Theresa
Glomb
UIUC (LIR/Psychology)
Sandy J. Wayne, Maria L.
Kraimer, Renata A.
Jaworski
UIC (Managerial
Studies)
Kevin F. Hallock, Paul
Oyer
UIUC (LIR)
Charles L. Hulin, Wendy
L. Richman
UIUC (Psychology)
Fritz Drasgow, Michelle A.
Donovan
UIUC (LIR/Psychology)
Sandy J. Wayne, Robert
C. Liden, Marial L.
Kraimer, Raymond T.
Sparrow
UIC (Managerial
Studies)
Sandy J. Wayne, Robert
C. Liden, Marial L.
UIC (Managerial
Studies)
17
Forces – Study One:
A Comparison
Between Full-Time
Employees and
Contingents
1997, #23
Can TEAM Work?
Implications of an
Electromation
Compliance Analysis
of CHRM Employers
1996, #21
Kraimer, Raymond T.
Sparrow
Michael C. LeRoy
UIUC (LIR/Law)
Performance
Management in
Empowered Work
Teams
1996, #20
Robert C. Liden, Sandy J.
Wayne, Raymond T.
Sparrowe, Maria L.
Kraimer
UIC (Managerial
Studies)
The Value of
Strategic Human
Resource
Management
Practices: A
Longitudinal Study
1996, #18
John J. Lawler, Gloria
Harrell-Cook
UIUC (LIR)
The Effect of
Supervisor and
Subordinate Gender
on Perceptions of
Angry Supervisors
1995, #16
The Creative
Performance Of
Employees in Two
Organizations
1995, #14
Theresa Glomb, Charles
L. Hulin
UIUC (Psychology)
Greg R. Oldham
UIUC (Business/LIR)
The Effects of Value
Incongruity within
Harry C. Triandis, M.J.
Gelfandl, P.
UIUC (LIR/Psychology)
UIC Revised on 3/24/08
18
Organizations:
Implications for
Managing Diversity
1994, #12
Empowerment and
Effectiveness Study:
Feedback Report
1994, #10
HRM BusinessUniversity
Partnerships:
Integration of
Science and Practice
1994, #8
Empowered Work
Groups:
Measurement of
Leader Behavior and
the Evaluation of
Conceptual Model
1994, #7
Reward Systems,
Empowerment and
Effectiveness Study:
Feedback Report
1994, #6
COMPAS: Multimedia
Computerized
Assessment
1994, #5
Career Success and
Career Satisfaction:
Feedback Report
1993, #3
Bridging the Gap
Between Theory and
Practice:
Comparative Study
of Current Diversity
Programs
1994, #2
UIC Revised on 3/24/08
Radhakrishnan, K.M.
Kuhn
Robert C. Liden, Sandy J.
Wayne, Lisa Bradway,
Susan Murphy
UIC (Managerial
Studies)
Gerald R. Ferris, Darold
T. Barnum, Sherman D.
Rosen, Lawrence P.
Holleran, James
Dulebohn
UIUC/UIC
Sharon Arad, Fritz
Drasgow
UIC (Psychology/LIR)
Sandy J. Wayne, Robert
C. Liden, Lisa Bradway,
Susan Murphy, Isabel
Graf
UIC (Managerial
Studies)
Fritz Drasgow, Phillip
Moberg, Alan Mead,
Michael Zickar
UIUC (Psychology and
LIR)
Gerald R. Ferris, Sandy
Wayne, Robert Liden,
Isabel Graf
UIUC/UIC
Harry Triandis, Dharm P.
S. Bhawuk
UIUC (Psychology. LIR)
19
Empowerment and
Effectiveness:
Feedback Report
1993, #1
UIC Revised on 3/24/08
Robert C. Liden, Sandy J.
Wayne, Lisa Bradway,
Susan Murphy
UIC (Managerial
Studies)
20