Angela T. Hall is the Associate Director for Graduate Studies and an Assistant Professor in the School of Human Resources and Labor Relations at Michigan State University. She received her JD from Florida State University, College of Law and her PhD from Florida State University, College of Business. She has previously been on the faculties of Florida State University and the University of Texas at San Antonio. Prior to pursuing an academic career, Angela practiced law full-time. Her research interests include employee accountability and employee legal claiming. She has taught a wide variety of courses at the undergraduate, masters, and doctorate levels including business law, organizational behavior, human resources, leadership, and employee training and development. Angela has also authored learning modules and cases for the Society for Human Resource Management (SHRM).
Industry Expertise (2)
Areas of Expertise (3)
Relationships Between Accountability and Job Performance, Satisfaction, and Tension
Leader Reputation, Leadership, and Training and Development
Employee Legal Claiming
Award for “Most Aspiring Faculty” and nominated for “Best Management Professor”, UTSA MBA Association
McKnight Junior Faculty Fellowship, State of Florida
2007 - Awarded one of five state-wide paid sabbaticals for untenured Florida university professors for the 2007-2008 academic year
Best Research Paper Award, Global Conference on Business and Research Finance
Dissertation Research Grant Florida State University
McKnight Doctoral Fellowship
2000, 2001, 2002, 2003, 2004
Florida State University: Ph.D., Business Administration 2005
New York University: B.S., Management and Organizational Behavior/ International Business 1991
Florida State University: J.D. 1993
- Member : Academy of Legal Studies in Business
- Member : Academy of Management
- Member : Management Faculty of Color
- Member : Society for Human Resource Management
As pandemic rages on, Ford's not alone in delaying return to office
Detroit News online
Ford Motor Co. announced, on Wednesday, it is once again delaying its return-to-office date and introducing yet another remote work option to provide greater flexibility to salaried employees. “Organizations are really seeing that people have learned how to work remotely and that it’s not really worth the risk in a lot of cases, because we don’t know about this delta variant, and it’s only going to get more magnified as the weather gets colder and as kids go back to school," said Angela Hall, an associate professor at Michigan State University's School of Human Resources and Labor Relations.
Ask the Expert: How can I make a smooth return to in-person work?
MSU Today online
As COVID-19 restrictions lift, many people are finding themselves getting called back to in-person work environments after 16 months in remote settings. To help those grappling with anxiety and uncertainty surrounding this return to "normal," Angela Hall, associate professor in Michigan State University’s School of Human Resources and Labor Relations, offers tips for making the transition as smooth and stress-free as possible.
Journal Articles (3)
Review and Challenges of Technologies for Real-Time Human Behavior MonitoringIEEE Transactions on Biomedical Circuits and Systems
Sylmarie Davila-Montero, Jocelyn A Dana-Le, Gary Bente, Angela T Hall, Andrew J Mason
2021 A person's behavior significantly influences their health and well-being. It also contributes to the social environment in which humans interact, with cascading impacts to the health and behaviors of others. During social interactions, our understanding and awareness of vital nonverbal messages expressing beliefs, emotions, and intentions can be obstructed by a variety of factors including greatly flawed self-awareness. For these reasons, human behavior is a very important topic to study using the most advanced technology. Moreover, technology offers a breakthrough opportunity to improve people's social awareness and self-awareness through machine-enhanced recognition and interpretation of human behaviors. This paper reviews (1) the social psychology theories that have established the framework to study human behaviors and their manifestations during social interactions and (2) the technologies that have contributed to the monitoring of human behaviors. State-of-the-art in sensors, signal features, and computational models are categorized, summarized, and evaluated from a comprehensive transdisciplinary perspective. This review focuses on assessing technologies most suitable for real-time monitoring while highlighting their challenges and opportunities in near-future applications. Although social behavior monitoring has been highly reported in psychology and engineering literature, this paper uniquely aims to serve as a disciplinary convergence bridge and a guide for engineers capable of bringing new technologies to bear against the current challenges in real-time human behavior monitoring.
The Role of Perspective Taking on Supervisor Off-Work Privacy Violations: A Three Study-ReplicationAcademy of Management Proceedings
Jacob Albert McCartney, Samantha Jordan, Jennifer Franczak, Wayne Hochwarter, Angela Hall
2020 Constant connectivity, aided by smartphones and email, is an increasingly prevalent reality of modern workplaces. Most research has emphasized the negative effects of this connectivity including employee stress (Barber & Santuzzi, 2015; Richardson, 2017) and anger (Butts et al., 2015). However, benefits of staying connected to work including flexibility (Kossek & Thompson, 2016) and perceived positive career outcomes (Boswell & Olsen-Buchanan, 2007), point to a more nuanced picture. Our study proposes a moderator to explain this variance; perspective taking. Perspective taking is a resource which allows individuals to understand the viewpoint of others (Ng, Hsu, & Parker, 2019). Within the context of supervisor off-work privacy violations (SPV), we propose that employee perspective taking can dampen the negative effects of SPV, through providing context for why these violations have occurred.
Atypical Accommodations for Employees with Psychiatric DisabilitiesAmerican Business Law Journal
Stacy A Hickox, Angela Hall
2018 People with psychiatric disabilities often need atypical accommodations to participate in today's workforce. Some of these accommodations, including structural and social changes in the workplace, can address biases against people with psychiatric disabilities, while others ameliorate deficits that may affect performance or interaction with others. Many courts have denied requests for such accommodations based on employers' assumptions about performance or the direct threats purportedly posed by people with psychiatric disabilities. By challenging these assumptions, which can be influenced by stigma and stereotypes, and by enforcing an employer's duty to interact regarding potential accommodations, employees with psychiatric disabilities could benefit from structural and social accommodations. Courts should consider social science research in determining which nontraditional accommodations may be reasonable and whether the employer can establish that they impose any undue hardship. Such consideration will expand opportunities for people with psychiatric disabilities in the workplace without unduly interfering with employers' interests.