In addition, please see some of my areas of research listed below. To view the citations of my working papers, research publications and conference presentations- please click on the document below. Some of my research papers are available below. If you would like a copy of any of the other papers, please contact me.
| blume_research_2018.doc |
Transfer of Training
Accumulating evidence suggests that training is among the most critical human resource practices for achieving high-performance workplaces. In organizational contexts, however, training is only effective when people use it in the workplace or transfer what they learn to the job and improve their performance. My coauthors (Kevin Ford, Tim Baldwin, & Jason Huang) and I reviewed and summarized results from studies that look at the factors that influence how much trainees apply what they learn to their job. These include individual differences (e.g., personality), organizational context (peer or supervisor support), and training interventions (e.g., goal-setting). Our paper below 'Transfer of Training: A Meta-analytic Review' is published in the Journal of Management. We have also published a book chapter in the 2009 International Review of Industrial and Organizational Psychology entitled, 'Transfer of Training 1998-2008: An Updated Review and New Agenda for Future Research'.
In addition, four other papers in this training transfer area are also available below.
1. 'A Tale of Two Transfers: Disentangling Maximum and Typical Transfer and Their Respective Predictors' in the Journal of Business & Psychology.
2. 'Foreign Language Training Transfer: Individual and Contextual Predictors of Skill Maintenance and Generalization', published in Military Psychology.
3. 'The State of Training Transfer Research', published in Human Resource Management Journal.
4. 'A Dynamic Model of Training Transfer', published in Human Resource Management Review.
| blume_et_al._2010_jom_training_transfer_meta-a.pdf |
| baldwin_ford___blume_transfer__2009__iriop_ch.pdf |
| huang_blume_ford_baldwin__2015__a_tale_of_two_transfers.pdf |
| ellington,_surface,_blume,_&_wilson_(2015)_foreign_language_transfer.pdf |
| baldwin_ford___blume__2017__state_of_training_transfer_research.pdf |
| blume_ford_surface___olenick__in_press_hrmr__dynamic_model_of_transfer.pdf |
Communication Apprehension
In a study based upon my dissertation (Blume et al., 2010 attached below), my coauthors and I assessed students behavior in a management assessment center. We found that students with higher CA had a lower percentage of ‘air-time’ in a leaderless group discussion and that CA negatively influenced the demonstration of critical thinking skills. This demonstrates that CA may chip away at a person's willingness to engage with others on critical interpersonal levels. This could be especially problematic when behaviors are more discretionary. For example, even if individuals with higher CA know that visibility, face time, networking, volunteering to lead the team, etc. are critical success factors, these individuals may still subtly choose to opt out of these experiences whenever they can.
In another study published in the Academy of Management Learning & Education journal (Blume et al., 2013 attached below), we found that CA was negatively associated with students’ perceptions of their adaptability, appreciation for a multicultural world, and willingness to take on leadership opportunities that might broaden their skill set or enhance their ability to influence others. On the other hand, we found no significant relationships between CA and overall GPA. In our paper, we discuss ways that educators can assist students in addressing and managing CA.
| communication_apprehension_self-assessment.xls |
| interpreting_ca_self-assessment_scores.doc |
| blume_et_al._2010_effects_of_ca_in_acs.pdf |
| blume_et_al._2013_amle_communication_apprehension.pdf |
Forced Distribution Systems
A Second paper (attached below) entitled, "Who is Attracted to an Organization Using a Forced Distribution Performance Management System?” is now in-press at the Human Resource Management Journal. In this study, we examine the relationships between participants’ individual differences (cognitive ability, collectivism, and core self-evaluations) and their attraction to an organization utilizing a FDS. From a sample of 143 advanced undergraduate students, we found that individuals were more likely to be attracted to an organization using FDS when they possessed higher levels of cognitive ability and perceived FDS to be fairer. We also found a significant interaction between respondents’ collectivism and fairness perceptions of FDS; indicating that individuals who are high in collectivism are particularly sensitive to perceptions of FDS fairness.
| blume_et_al._2009_reactions_to_different_types_of_fds.pdf |
| blume_et_al._2013_hrmj_who_is_attracted_to_fds.pdf |
Characteristics of Successful Entrepreneurs
I'm looking at the influence of characteristics such as entrepreneurs' IQ and personality and what influence these have on the success of new ventures they begin. Also, I've coauthered a paper with Jeff Covin that is published at Journal of Business Venturing entitled, "Attributions to Intuition in the Venture Founding Process: Do Entrepreneurs Actually Use Intuition or Just Say That They Do?" It is about how entrepreneurs' perceived use of intuition can influence the starting of new ventures.
| blume__covin_2011.pdf |
Consequences of Organizational Citizenship Behavior (OCB)
Citizenship behaviors (or OCBs) can be defined as voluntary employee activities that promote the effective functioning of the organization. For example, if a coworker helps out someone who is struggling or attends optional meetings we tend to think of these people as 'good citizens'. My coauthors and I recently published a meta-analytic review in the Journal of Applied Psychology that demonstrates that OCBs were related to individual-level and organizational level outcomes (see below).
For example, we found that OCBs were positively related to managerial ratings of employee performance and reward allocation decisions, while OCBs were negatively related to withdrawal-related criteria (e.g., employee turnover intentions, actual turnover, and absenteeism). In addition, OCBs were found to be positively related to a company’s productivity, efficiency, and customer satisfaction measures.
| podsakoff_et_al._2009_ocb_consequences_meta-a.pdf |