Talya N. Bauer

Talya N. Bauer
Portland State University | PSU · School of Business Administration

PhD

About

178
Publications
391,368
Reads
How we measure 'reads'
A 'read' is counted each time someone views a publication summary (such as the title, abstract, and list of authors), clicks on a figure, or views or downloads the full-text. Learn more
12,127
Citations
Introduction
http://scholar.google.com/citations?user=3wCONLkAAAAJ&hl=en Talya studies relationships at work (new hire socialization, recruitment, selection, overqualification, mentoring, leadership) in setting such as banking, high tech workers, apprentices, court officers, job applicants, students, research scientists, manufacturing employees, nurses, state employees, teachers, police officers, executives, health care workers, college graduates, and temporary employees around the world.
Additional affiliations
September 1994 - present
Portland State University
Position
  • Management Faculty & Affiliated Faculty with Department of Psychology
August 1990 - August 1994
Purdue University
Position
  • Krannert Graduate School of Management

Publications

Publications (178)
Article
The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and i...
Article
Full-text available
Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intenti...
Article
Full-text available
In this narrative review, we provide an overview of the self-monitoring literature as it applies to the workplace context. Our starting point to the review is a meta-analysis of self-monitoring literature by Day, Schleicher, Unckless, and Hiller (2002). After providing an overview of the theoretical basis of self-monitoring and its measurement, we...
Article
Full-text available
Employers have increasingly turned to virtual interviews to facilitate online, socially distanced selection processes in the face of the COVID-19 pandemic. However, there is little understanding about the experience of job candidates in these virtual interview contexts. We draw from Event System Theory (Morgeson et al., 2015) to advance and test a...
Article
We examine the newcomer adjustment patterns of 985 new hires at a Fortune 500 technology organization across their first year on the job. Data were collected from newcomers, their managers, and company records from organizational entry (employee’s first day) to the end of the first year of employment. We examined, first, whether newcomer resources...
Article
Objective: To test the feasibility and efficacy of an enhanced onboarding intervention to prevent weight gain and support the early job success of new bus operators. Methods: Control participants (n = 9) completed usual practice new employee training and onboarding. Intervention participants (n = 14) completed five supplemental trainings and fou...
Article
This paper adapts real options theory to explain how executives create and maintain real options portfolios within leadership pipelines. Hypotheses flowing from our theorizing predict that executives often make seemingly risky staffing decisions for leaders who occupy stepping-stone positions. Focusing on their option (future potential) rather than...
Article
In this research, we simultaneously examined the relative applicability of person-environment fit and relative deprivation theories in explaining the interactive effects of perceived overqualification and collectivism cultural orientations on positive outcomes. We hypothesized that the negative (positive) influence of perceived overqualification on...
Article
Past research has found that employees who view themselves as overqualified for their jobs tend to hold negative job attitudes and be unwilling to go beyond the call of duty. In challenging situations such as during the COVID-19 crisis, when having “all hands-on deck” may be important to an organization’s survival, mitigating the negative tendencie...
Article
Full-text available
We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship bet...
Article
COVID-19 has had a substantial impact on transit workers' lives, especially among public-facing vehicle operators. The current project examined relationships between workers' knowledge and perceptions of their employer's COVID-19 safety responses, job attitudes, and health. We surveyed transit workers (N = 174) between July and August 2020 and foll...
Article
Objective: To empirically assess retrospective reports of weight changes during bus operators' first years on the job, and to investigate experienced and desired training topics for new operators. Methods: Bus operators (n = 261) completed an online survey on topics of early weight changes and training experiences. Results: Operators reported...
Article
“Boomerang” employees are workers who leave an organization and are later rehired by that same organization. Although many organizations rehire former employees, only a handful of studies have examined this phenomenon. The present study uses a large, longitudinal data set to examine the performance and turnover of boomerang employees rehired into m...
Article
Both perceived and objective measures of employee overqualification can impact job attitudes, various workplace behaviors, and work relationships. Utilizing motivation and capability-based theoretical approaches, this review summarizes research regarding the antecedents (demographic influences, personality traits, relational influences, job charact...
Article
Full-text available
This study describes the development and validation of the Privacy and Data Security Concerns Scale (PDSCS), designed to assess job applicants’ privacy and data security concerns. Validity evidence for the PDSCS was established with four steps including: item generation and content validation, item reduction, confirmatory factor analysis, and const...
Article
Full-text available
In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company...
Article
Full-text available
Methodological checklists for improving research quality and reporting consistency - Volume 13 Issue 1 - Lillian T. Eby, Kristen M. Shockley, Talya N. Bauer, Bryan Edwards, Astrid C. Homan, Russell Johnson, Jonas W. B. Lang, Scott B. Morris, Frederick L. Oswald
Article
Full-text available
Abstarct We integrate relative deprivation (Crosby, 1976) and broaden and build theories (Frederickson, 2001) to develop a process‐based model of perceived overqualification and its relationship with new employee adjustment via “broaden and build” mechanisms (i.e., reciprocal relationships between initial status and change trajectories in work‐rela...
Article
Proactive newcomers are more successful in terms of integration and job satisfaction, than newcomers who are less proactive. However, it is unclear whether contextual factors, such as the leadership style experienced by newcomers, matter. To address this gap in the literature, we gathered data at three times from 247 new employees across their firs...
Article
The Cambridge Handbook of Technology and Employee Behavior - edited by Richard N. Landers February 2019
Article
Cambridge Core - Organisation Studies - The Cambridge Handbook of Technology and Employee Behavior - edited by Richard N. Landers
Article
In this study, we hypothesized that perceived overqualification would interact with person-organization fit (P-O fit) to predict extra-role behaviors toward coworkers (organizational citizenship behaviors targeting others [OCBI] and voice) and indirectly relate to advice network centrality. We collected data from 332 municipality services employees...
Article
We examined how a key relationship at work, an employee’s relationship with their leader, affects employee daily well-being. In a study of 129 employees across a variety of industries, we examined how follower perceptions of their daily leader–member exchange (LMX) quality across a workweek influenced their well-being (n = 468 observations). Result...
Article
Purpose This study aimed to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model (JD-R), it was anticipated that satisfaction with job resources would moderate th...
Article
In this study, we identify leader humility, characterized by being open to admitting one’s limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between l...
Chapter
This chapter provides an overview of the current landscape of the aging workforce, as well as the kinds of tools that organizations are increasingly adopting to support their human resources management (HRM) processes. It then describes the lifespan changes in cognition, personality, motivation, and societal context that influence the way adults pe...
Article
Full-text available
Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant research has largely focused on the newcomers’ experience, leaving the perspectives of managers during socialization relatively unexplored—a theoretical gap...
Article
The present research tested a set of “wise” interventions (Walton, 2014) designed to improve employee reactions to assessment tests. Drawing upon theories of test-taking reactions, fairness, and social exchange, we generated and pilot-tested pre-test explanations to facilitate positive reactions to the assessments. Across two experimental studies o...
Article
It used to be that onboarding was a process of just a few days, but new research shows that spending as much as a year helping new employees get up to speed in the workplace is necessary to capitalize on the skills, knowledge, and excitement they bring to the organization. What’s more, companies with successful onboarding programs are not just more...
Chapter
This chapter provides an overview of the field of applicant reactions in terms of both where the field is now and where it might go next. It begins by discussing the theoretical models that have shaped this field. These include the organizational justice theory, Social validity theory, Fairness theory, and Applicant Attribution-Reaction theory. Tru...
Article
Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In the current study, we examine the relationship between accident involvement and a series of outcome...
Chapter
Organizational socialization is a critical time when new employees acquire the information and skills needed to perform their job and function in their new work environment. Organizations that help new employees navigate this time successfully are likely to benefit from a workforce that is more satisfied, committed, and less likely to leave the org...
Article
Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant research has largely focused on the newcomers’ experience, leaving the perspectives of managers during socialization relatively unexplored—a theoretical gap...
Article
As part of the centennial celebration for the Journal of Applied Psychology, this article reviews the literature on organizational socialization and mentoring. Our review includes a comparison of organizational socialization and mentoring as processes for employee adjustment and development, the historical context that fueled the emergence of these...
Article
As part of the centennial celebration for the Journal of Applied Psychology, this article reviews the literature on organizational socialization and mentoring. Our review includes a comparison of organizational socialization and mentoring as processes for employee adjustment and development, the historical context that fueled the emergence of these...
Article
We provide a comprehensive but critical review of research on applicant reactions to selection procedures published since 2000 (n = 145), when the last major review article on applicant reactions appeared in the Journal of Management. We start by addressing the main criticisms levied against the field to determine whether applicant reactions matter...
Article
Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal inf...
Article
The justice literature, to date, shows that changes in fairness perceptions over time are consequential for job attitudes. However, few studies have been directed at explicating how fairness perceptions change over time or individual differences in patterns of change. The present research attempts to fill this gap by exploring patterns of temporal...
Article
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six month...
Chapter
Full-text available
The field of applicant reactions has grown since the introduction of the original applicant reactions models over 20 years ago. In this chapter, we describe the theoretical basis for applicant reactions research. We further summarize the empirical findings about the antecedents and moderators of applicant reactions in affecting a range of outcomes...
Article
Full-text available
Leader–member exchange (LMX) theory is a relationship-based, dyadic theory of leadership. According to this theory, leadership resides in the quality of the exchange relationship developed between leaders and their followers. High quality exchanges are characterized by trust, liking, and mutual respect, and the nature of the relationship quality ha...
Research
Full-text available
Bauer, T. N. (2013). Onboarding: The power of connection. Part 1 of the 3 part Success Factors Onboarding White Paper Series. http://www.successfactors.com/en_us/resources.html
Research
Full-text available
Bauer, T. N. (2013). Onboarding: Maximizing role clarity and confidence. Part 2 of the 3 part Success Factors Onboarding White Paper Series. http://www.successfactors.com/en_us/resources.html
Research
Full-text available
Bauer, T. N. (2013). The critical role of the hiring manager in new employee onboarding. Part 3 of the 3 part Success Factors Onboarding White Paper Series. http://www.successfactors.com/en_us/resources.html
Article
Commentary on Shaffer, M. A., & Harrison, D. A. (2001). Forgotten partners of international assignments: Development and test of a model of spouse adjustment. Journal of Applied Psychology, 86, 238-254.
Article
Full-text available
Drawing on Gilliland’s (1993) selection fairness framework, we examined antecedents and behavioral effects of applicant procedural fairness perceptions before, during, and after a personnel selection procedure using a six-wave longitudinal research design. Results showed that both perceived post-test fairness and pre-feedback fairness perceptions a...
Book
Full-text available
Leader-member exchange (LMX) is the foremost dyadic theory in the leadership literature. Whereas contemporary leadership theories such as transformational, servant, or authentic leadership theories focus on the effects of leader behaviors on employee attitudes, motivation, and team outcomes, relational leadership theory views the dyadic relationshi...
Data
Full-text available
Research has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualificatio...
Technical Report
Selection (also referred to as “personnel selection” or “employee selection”) refers to the process of hiring (and also promoting) individuals for employment. According to the standards of the field of industrial/organizational (I/O) psychology, selection systems must be based on job analysis, which ensures that criteria used to select employees ar...
Article
Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on new...
Article
Full-text available
Traditionally turnover has been seen as a “bad” thing. In other words, it has been “framed as a win or lose scenario.” However, employees leave organizations for many reasons including poor performance, layoffs, retirements, and the desire to pursue new opportunities and to develop and expand their skills. Each of these factors have both pros and c...
Article
In this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications fo...
Article
Full-text available
We examine the relationship between leader-member exchange (LMX) quality and advice network centrality using multi-source data from a sample of 250 retail employees and their respective managers in Turkey to test our hypothesized model of value and costs of being sought out for advice. Drawing upon the tenets of Network Generation Theory (Nebus, 20...
Article
Although the stress and socialization literatures have flourished over the past several decades, they have done so largely independently, and our understanding of the cost of stress to organizations in the form of newcomer turnover, lowered adjustment, and the health and well-being of newcomers is largely unknown. This review takes an explicitly ne...