Dr. Emily M. Hunter, associate professor of management at Baylor's Hankamer School of Business, teaches negotiation and conflict management. Her research on employee work-family issues, stress, and deviant behavior has appeared in academic journals such as Journal of Applied Psychology, Journal of Management and Journal of Organizational Behavior. She is also the co-author of "Organized Innovation: A Blueprint for Renewing America's Prosperity."
She also has received awards for her papers and presentations including "Most Innovative Session Award" from the Southern Management Association in 2010, and is a member of the Academy of Management, Society for Industrial and Organizational Psychology and Southern Management Association.
Hunter received her bachelor's degree in psychology from Loyola University New Orleans in 2003, and her master's degree in 2006 and doctoral degree in 2009 in industrial/organizational psychology from the University of Houston. Before joining the Baylor faculty, she worked as a senior consultant at Assessment and Development, Inc.
Hunter's research interests include negotiation, conflict management, work-family conflict and balance, workplace deviance, servant leadership and workday breaks.
Industry Expertise (4)
Areas of Expertise (10)
Baylor Fellow (professional)
Awarded by Baylor University, 2016
Robert & Robin Nitsche Outstanding Research Award (professional)
Awarded by the Hankamer School of Business
Engineering Management Division Best Presentation (professional)
Awarded by the ASEE Annual Conference
University of Houston Main Campus: Ph.D., Industrial and Organizational Psychology 2009
University of Houston: M.A., Industrial and Organizational Psychology 2006
Loyola University New Orleans: B.A., Psychology 2003
- Academy of Management
- American Psychological Association
- Society for Human Resource Management
- Society for Industrial and Organizational Psychology
- Southern Management Association
Media Appearances (7)
How to Negotiate the Best Retail Price
KGO 810 AM - San Francisco radio
Emily Hunter, Ph.D., associate professor of management in Baylor's Hankamer School of Business, talks with show host Michael Finney about retail shopping and the art of negotiation. The end goal, she says, is to negotiate the best retail price. With that goal in mind, she tells listeners to 1) be nice, 2) find defects in the product before entering negotiations and 3) begin by asking for a higher discount than you're seeking.
The best time of day to take a break
The Washington Post print
Jena McGregor, daily columnist for the On Leadership section of The Washington Post, penned this article about new Baylor research that identifies key characteristics of a “better” workday break. Emily Hunter, Ph.D., and Cindy Wu, Ph.D., associate professors of management in Baylor’s Hankamer School of Business, published their study in the Journal of Applied Psychology. Hunter was interviewed for the story. “We tested many assumptions that people commonly hold about breaks, like going outside or doing something that’s low effort or something that's not work-related. All these things did not matter as much as two things, really: doing something you prefer and taking breaks earlier in the day," she said.
Attention, Workplace Slackers! New Work-Family Research Shows How Team Makeup, ‘Virtuality’ Affect Social Loafing
In addition to Perry, study coauthors include Emily Hunter, Ph.D., associate professor of management, Baylor University’s Hankamer School of Business; Natalia M. Lorinkova, assistant professor of management, Georgetown University (formerly of Wayne State University); and Abigail Hubbard, Ph.D., clinical assistant professor, University of Houston; and J. Timothy McMahon, Ph.D (deceased), University of Houston...
Frequent Short Workday Breaks Help Employees Recharge: Study
NY Daily News
“Unlike your cellphone, which popular wisdom tells us should be depleted to zero percent before you charge it fully to 100 percent, people instead need to charge more frequently throughout the day,” said Baylor University professor and researcher Emily Hunter, Ph.D...
New Research Confirms How to Take Better Workday Breaks
Emily Hunter, Ph.D., and Cindy Wu, Ph.D., associate professors of management in Baylor University’s Hankamer School of Business, surveyed 95 employees (ages 22-67) over a five-day workweek, and each person was asked to document each break they took during that time. Breaks were defined as “any period of time, formal or informal, during the workday in which work-relevant tasks are not required or expected, including but not limited to a break for lunch, coffee, personal email or socializing with coworkers, not including bathroom breaks.”...
The Better Way to Take a Break
Fast Company online
This Fast Company article centers on new research by Emily Hunter, Ph.D., and Cindy Wu, Ph.D., associate professors of management in Baylor’s Hankamer School of Business. The research, published in the Journal of Applied Psychology, shows that two keys to employees replenishing more energy, concentration and motivation during the workday are 1) taking breaks earlier in the day and 2) doing something that they prefer – including work-related tasks. The study also debunks several break-time myths, which are shared in the article.
Yes, Nasty Restaurant Customers, Servers Will Indeed Sabotage Your Food
This article focuses on a study of customer-directed counterproductive work behavior co-authored by Emily Hunter, Ph.D., assistant professor of management in Baylor’s Hankamer School of Business. The study of more than 400 frontline food service workers showed that the majority had participated in adverse behavior following an interaction with a disagreeable customer. Hunter, an expert on workplace deviance, is quoted in the story. "Behavior of frontline employees has a real impact on the company's bottom line," Hunter said. "Therefore, preventing counterproductive behaviors where employees yell at, ignore or degrade customers is critical."
Our study builds on recent trends to understand the work-family interface through daily experiences of boundary management. In particular, we investigated boundary violations, or events in which family life breaches the boundary of work and vice versa. Our purpose was to enlighten the process between violations and relevant outcomes, building on the foundations of affective events theory and boundary theory. Specifically, we aim to (1) tease apart boundary violations at work and at home from the established construct of work-family conflict, (2) explore the affective events theory process through which cognitive and affective reactions to boundary violation events contribute to work-family conflict and satisfaction, and (3) examine positive and negative reactions to boundary violations. Findings from a 2-week daily diary study of 121 employed participants partially supported our predictions. Boundary violations contributed to general perceptions of work-family conflict both directly and indirectly through cognitive appraisals of thwarted goals and, in the work domain, negative affective reactions. Violations were also related to satisfaction through goal appraisal. Finally, benefits in the form of positive affect were found from boundary violations due to facilitated goals in the interrupting domain.
Accumulating evidence finds servant leadership is related to critical employee and organizational criteria, but only a limited amount of studies link servant leaders to both internal and external stakeholder outcomes. Moreover, there remains a great deal to learn regarding the conditions under which this influence is enhanced or diminished. We address these limitations in the literature by testing a multilevel model that hypothesizes servant leadership is related to nurse behavior and satisfaction as well as patient satisfaction. Further, drawing upon contingency theory, we test a contextual moderator, organizational structure, as a potential enhancer of the relationships between servant leadership and these outcomes. Using a sample of 1485 staff nurses and 105 nurse managers at nine hospitals, we demonstrated that servant leadership is directly related to more nurse helping and creative behavior, and it is related to patient satisfaction through nurse job satisfaction. Also, organizational structure acted as a moderator to enhance the influence of servant leadership on creative behavior as well as patient satisfaction through nurse job satisfaction. Limitations and future research directions are discussed.
Based on the theoretical foundations of equity theory, we assess two potential responses to coworker incivility – an overt means of revenge (i.e., increase in interpersonal deviance) and a covert means of revenge (i.e., reduction of organizational citizenship behaviors). We examined the moderating role of the personality trait Honesty-Humility on these relationships in 322 full time employees. Using data from two points in time, we found that Honesty-Humility moderated the relationships such that respondents who were lower in Honesty-Humility were more likely to engage in overt revenge due to coworker incivility, whereas those who were higher in Honest-Humility took a different path and demonstrated the propensity to engage in covert revenge by reducing their engagement in organizational citizenship behaviors. Future research and practical implications are discussed.
How can leaders best manage commitment among innovators? We applied theory on dual allegiance to multiple targets of commitment, in conjunction with person-organization fit theory, to explore the dynamics of organizational and professional commitment among scientists and engineers working in hybrid, research-focused organizations. These types of organizations are founded on large-scale multi-disciplinary and multi-institutional collaboration between academe and industry. Using both individual- and organizational-level variables collected from 255 academic science and engineering researchers working in 22 National Science Foundation-funded Engineering Research Centers, our analyses revealed that researcher innovation orientation (i.e., the predisposition to approach work in novel ways) was positively associated with organizational and professional commitment. Those relationships were moderated by two factors: organizational productivity in late-stage technology transfer and the researcher‘s perceived role significance (i.e., in fulfilling the strategic mission of the organization). The strongest positive relationship between innovation orientation and organizational commitment emerged among researchers who perceived high role significance and worked in highly productive organizations. A negative relationship between innovation orientation and professional commitment also emerged among those individuals. Post-hoc analyses revealed that highly innovative, senior researchers who perceived high role significance were the most likely to report higher levels of both organizational and professional commitment. Leaders of multi-disciplinary research centers who are aware of the complexity of dynamics among organizational commitment, professional commitment, and role significance may be better equipped to effectively manage science and engineering researchers.
Surprisingly little research investigates employee breaks at work, and even less research provides prescriptive suggestions for better workday breaks in terms of when, where, and how break activities are most beneficial. Based on the effort-recovery model and using experience sampling methodology, we examined the characteristics of employee workday breaks with 95 employees across 5 workdays. In addition, we examined resources as a mediator between break characteristics and well-being. Multilevel analysis results indicated that activities that were preferred and earlier in the work shift related to more resource recovery following the break. We also found that resources mediated the influence of preferred break activities and time of break on health symptoms and that resource recovery benefited person-level outcomes of emotional exhaustion, job satisfaction, and organizational citizenship behavior. Finally, break length interacted with the number of breaks per day such that longer breaks and frequent short breaks were associated with more resources than infrequent short breaks.