David R. Hekman

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This research developed and tested a model of turnover contagion in which the job embeddedness and job search behaviors of coworkers influence employees’ decisions to quit. In a sample of 45 branches of a regional bank and 1,038 departments of a national hospitality firm, multilevel analysis revealed that coworkers’ job embeddedness and job search behaviors(More)
Although a growing number of leadership writers argue leader humility is important to organizational effectiveness, little is known about the construct, why some leaders behave more humbly than others, what these behaviors lead to, or what factors moderate the effectiveness of these behaviors. Drawing from 55 in-depth interviews with leaders from a wide(More)
We consider when professional employees reciprocate perceived organizational treatment. In a large sample of physician employees, the association between perceived organizational support (POS) and employee work performance was (1) most positive when organizational identification was high and professional identification was low and (2) least positive when(More)
Stakeholder theory is widely recognized as a management theory, yet very little research has considered its implications for individual managerial decisionmaking. In the two studies reported here, we used stakeholder theory to examine managerial decisions about balancing stakeholder interests. Results of Study 1 suggest that indivisible resources and(More)
Administrative social influence is a principal tool for motivating employee behavior. The authors argue that the compliance of professional employees (e.g., doctors) with administrative social influence will depend on the degree to which these employees identify with their profession and organization. Professional employees were found to be most receptive(More)
We examine whether and how various biases may influence customers’ satisfaction evaluations and produce discriminatory judgments for minorities and female service employees. We argue that customer satisfaction evaluations are biased because they are anonymous judgments by untrained raters that usually lack an evaluation standard. In our laboratory and field(More)
We examined whether and how various biases may influence customers’ satisfaction evaluations and produce discriminatory judgments for minority and female service employees. We argue that customer satisfaction evaluations are biased because they are anonymous judgments by untrained raters that usually lack an evaluation standard. Laboratory and field samples(More)
Although early evidence suggests that constraints (e.g. time pressure, rules) may actually enhance group creativity, little is known regarding how constraints exert this beneficial effect. We argue that team-member encouragement is one critical mechanism through which constraints positively influence group creativity and whether the resulting creativity(More)
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