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Program Summary
The OBHR Ph.D. program provides students a blend of organizational behavior and human resource coursework. In addition, students can add specialized knowledge to their curriculum by their choice of courses in their minor. This document provides an overview of program requirements. Students are encouraged, however, to work with their Ph.D. advisor to ensure they fulfill all program requirements and develop a knowledge base that is appropriate for their career goals.
In recent years, the advantages of an interdisciplinary approach have been increasingly recognized. Thus students benefit from the location of the program within the Krannert Graduate School of Management their participation in professional management courses and research projects provides opportunities to develop a sound understanding of the contextual factors affecting organizational behavior. Consequently, doctoral students lacking a management background are expected to take a selection of management skill areas such as: courses in accounting, financial management, marketing, and strategic management.
Emphasizing training in quantitative research methods and statistics, the Organizational Behavior and Human Resource Management Doctoral Program includes course work in regression, multivariate statistics, research methods, and field research. These courses prepare graduates to design, conduct, analyze, and report scientific research of the highest quality.
Unique Features
- Very active research faculty who publish annually, serve on editorial boards, and hold offices in national associations.
- Competence in research methods and statistics is a defining characteristic of this program.
- Related course work available from high-quality programs such as I/O Psychology, Organizational Communication, and Statistics.
- Small program with better than a 1-to-1 student/faculty ratio and a tradition of faculty and publishing together.
Typical Program of Study:
A typical program of study consists of 48 credits of graduate course work that is completed in about 2 years of study. The OBHR curriculum covers managerial skills, research methods & statistics, the OBHR major, and a minor.
In addition to major coursework, there are opportunities to learn with faculty members in ongoing research projects in areas such as task feedback and performance, organizational commitment, innovation, leadership, privacy & organizational justice, organizational adaptability, self-employment and gender differences, work-family interactions job search and choice, international compensation, work teams and job design, and human resource systems.
OBHR Requirements
Information on the exact requirements of the OBHR PhD program can be found by going to:
OBHR Doctoral Program Requirements
Management Doctoral Program Requirements
Student Profile
- An expressed commitment to conducting organizational research, an excellent academic record, and strong aptitude scores (GRE or GMAT).
- Historically, students' previous degrees have been in psychology or business, but all backgrounds are welcome.
- MBA or other graduate degree not required, but helpful.
- Work experience not required, but a plus.
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Faculty & Research Interests
Bradley J. Alge technology's impact on individual and group behavior on the job and employer/employee rights (e.g. privacy and justice) (on sabbatical)
Chris J. Berger cost/benefit models for human resource programs, job evaluation, employee turnover, and reward aspects of promotion and career development
Michael A. Campion work teams, job design, selection testing and interviewing, recruiting, training, and career development
Richard A. Cosier (Dean of the Krannert School). conflict, managerial decision making, and organizational change
Susan Crotty
Benjamin Dunford compensation, stock based rewards, Strategic Human Resource Management, Employee and Labor Relations
Stephen G. Green leadership, innovation and technology management and work-family dynamics
Gregory S. Hundley strategic human resource management, self employment, and international compensation, effects of collective bargaining on human resource outcomes (on sabbatical)
Christine Jackson individual differences, groups and teams, helping behaviors, employee-employer relationships, organizational justice
Deidra J. Schleicher organizational behavior, human resources, assessment centers, job attitudes, personality
F. David Schoorman study of work groups and teams in organizations, interpersonal and inter-group trust, motivation, decision making and negotiation
Kate Sherony leadership, emotions in the workplace, "fun at work," and other relationship oriented workplace issues
Recent Graduates
(First/Last Name, year of graduation, dissertation title, placement)
Rebecca Bull, 2008, Psychological Contract Under-Fulfillment: Leader-Member Crossover. Illinois State University.
Vijaya Venkataramani, 2008, When Do Others Matter? The Impact of Dyadic Social Relationships on Fairness Judgements. University of Maryland.
David Lehman, 2007, "Going for it" on Fourth Down: Organization Risk-Taking in the National Football League. National University of Singapore
Subrahmaniam Tangirala, 2006, Individual, Group, and Leader Influences on Employee Communication in High Reliability Contexts. University of Maryland
John Trougakos, 2006, The Impact of Employee Emotion Regulation Strategies on Perceptions of Social Competence, LMX Relationships, and Job Performance. University of Toronto
Gary Ballinger, 2004, The Impact of Leadership Succession on Individuals in Work Groups. University of Virginia
Alison Cook, 2004, The Relationship Between Work-Family Initiatives and Job-Related Outcomes Mediated by Work-Family Conflict. Utah State University
Troy Mumford, 2002, Team Role Knowledge and Performance: Development of a Team Role Situational Judgment Test. Utah State University
Holly Brower, 2000, The Emperor's New Clothes: A Model of the Decision Making in the Boardroom. Wake Forest University
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