Asking This in an Interview Could Cost You the Job
SMITH BRAIN TRUST – Hiring managers would understandably be unimpressed if you told them you were only in it for the money.
Rellie Derfler-Rozin
Rellie Derfler-Rozin is an associate professor of management & organization at the Robert H. Smith School of Business at the University of Maryland. She received her PhD in organizational behavior from London Business School. She studies decision making in the social context. In her research, she looks at how people may deviate from decisions/behaviors that are rational from a pure profit maximization (traditional economics) perspective to satisfy needs that relate to their social world (e.g. the need to belong to a group, the need to have status in the group). Within this broad umbrella she is studying managerial decision making (e.g. looking at how managers may be averse to use their discretion in allocation decisions to satisfy belongingness needs to their group of employees), trust and ethics (e.g. looking at how group members who are at risk of social exclusions may show higher trusting behaviors and unethical behaviors that serve the group in an effort to promote re-inclusion in the group). More theme-related topics of interest to her are emotions, ethics, status and hiring decision biases.
How To Make Rule-Followers Think Outside the Box
Can you be a strict rule-follower and still an out-of-the-box thinker? With the right person in charge, finds new research from the University of Maryland’s Robert H. Smith School of Business, it’s possible to be the type of employee companies want: ethical and creative.
Love Your Work and Your Paycheck, Too? Don’t Tell the Hiring Manager
People say when you find work you’re passionate about, it doesn’t even feel like a job. But that doesn’t have to mean your sole motivation has to come from the work itself. You can also be motivated by the salary and benefits that go along with that work – with one caveat: You can’t let the hiring manager of your next dream job know that you care about those things. That could kill your chances of landing it, says new research from the University of Maryland’s Robert H. Smith School of Business.
Who's the Worst at Negotiating?
According to new research from the University of Maryland’s Robert H. Smith School of Business, financially vulnerable individuals – those without a savings safety net who are more susceptible to the financial shock of unexpected expenses – stifle their own economic advancement because they negotiate worse than others. The way they view negotiations as a zero-sum game rather than a situation where everyone can win is a psychological barrier inherent in financial vulnerability itself, finds the research.
The Trouble with Referrals from on High
Hiring Managers Risk Harsh Moral Judgments
Hiring managers invite harsh moral judgments when they give jobs to friends and acquaintances referred by high-powered individuals within their organizations, new research from the University of Maryland’s Robert H. Smith School of Business shows.
Reducing Rule-Breaking in the Workplace
Turn Off ‘Automatic Pilot’ Mindset to Boost Compliance
Fearless Idea 8: Reduce Rule-Breaking
When employees break the rules at work, it might not be mischief. It might be monotony. A new study from Smith School professor Rellie Derfler-Rozin finds that employees whose tasks are organized in a more routine and repetitive way are more likely to fall prey to ethical lapses and break rules to make their workday easier. But there's good news. The researchers found that shaking up the order in which employees perform tasks can reduce rule-breaking. Read more...
Mischief or Monotony? Why Employees Break Rules
A new study finds that employees whose tasks are organized in a routine and repetitive way are more likely to break rules to make their workday simpler. But there's good news. The researchers found that shaking up the order in which employees perform tasks – even without changing the tasks themselves – can prevent rule-breaking. "What was surprising, but also encouraging, for me was that such a very subtle manipulation in the field and in the lab could create such an effect," says Smith School assistant professor Rellie Derfler-Rozin. Read more...
Eliminating Service Errors from Hostile Customer Encounters
Research by Rellie Derfler-Rozin
Managers can mitigate the effects that verbally abusive customers have on employees
Rellie Derfler-Rozin
Rellie Derfler-Rozin is an Associate Professor of Management & Organization at the Robert H. Smith School of Business at the University of Maryland. She received her PhD in Organizational Behavior from London Business School.
