Joseph Liu is an assistant professor of management in the Lutgert College of Business at Florida Gulf Coast University. Liu looks at the decision-making process and individual behavior of everyday workers in the U.S. He has presented internationally on these topics and previously worked as an accountant for PricewaterhouseCoopers.
Areas of Expertise (10)
Minorities in the Workplace
Conflict and Negotiation
Global Human Resources
Georgia Institute of Technology: Ph.D., Organizational Behavior 2016
University of Florida: M.Acc., Accounting 2009
University of Florida: B.S., Accounting 2009
Selected Media Appearances (1)
Stay home if you’re sick? It’s not that simple for some workers
Joseph Liu discusses paid sick leave during a public health crisis like the spread of coronavirus.
Selected Event Appearances (3)
Disability and social integration: The mediating effect of global fairness
Annual Meeting of the Society for Industrial and Organizational Psychology Washington, D.C.
Do motives matter? Effects of supervisor empowerment on employee fairness
Annual Meeting of the Society for Industrial and Organizational Psychology Houston, Texas
Role-based faultlines and intragroup conflict
Annual Meeting of the Academy of Management Boston, Massachusetts
Selected Articles (3)
Laurens Bujold Steed, Brian W. Swider, Sejin Keem and Joseph T. Liu
After reviewing the various ways employee recovery from work has been conceptualized in existing literature as well as the predominant theoretical frameworks used to study recovery, we meta-analyze the relationships between employee recovery, demands, resources, well-being, and performance. We also quantitatively examine the conceptualizations of recovery as activities, experiences, or states in terms of both their intercorrelations and differing effects with demands, resources, well-being, and performance. Results of meta-analyses using a total of 198 empirical samples indicated general support for the hypothesized positive relationships between employee recovery and resources, well-being, and performance as well as a negative relationship with demands. However, the size and consistency of observed effects differed markedly based on the conceptualization utilized. Additionally, various conceptualizations of recovery were shown to be only modestly related, while recovery experiences and the state of being recovered were shown to have substantial temporal consistency. Implications of these findings for scholars studying recovery and practitioners are discussed.
Yuntao Bai, Li Lin and Joseph T. Liu
Extending social learning theory to a multi-level perspective, this study proposes a theoretical model that investigates both individual and team-level mechanisms that mediate the effect of ethical leadership on employee voice. Specifically, in terms of an individual-level social learning perspective, we suggest that an ethical leader acts as a prototype of a moral person (i.e. an ethical role model). From a team-level social learning perspective, we propose that, as a moral manager, team ethical leadership will foster an ethical climate within the team which will create a moral context that impacts employees’ behaviors. In both instances, employee voice behaviors will be enhanced through these mechanisms. Evidencing the importance of the interaction between leader behaviors and context for leader effectiveness, we also show that employees are more likely to regard their ethical leaders as ethical role models in a team that highly values ethical conduct (i.e. high in ethical climate). Results obtained from 47 managers and 211 subordinates in China support our theoretical model. The theoretical and practical implications of our findings are also discussed.
B.W. Swider, J.T. Liu, T.B. Harris and R.G. Gardner
As employee careers have evolved from linear trajectories confined within 1 organization to more dynamic and boundaryless paths, organizations and individuals alike have increasingly considered reestablishing prior employment relationships. These "boomerang employees" follow career paths that feature 2 or more temporally separated tenures in particular organizations ("boomerang organizations"). Yet, research to date is mute on how or to what extent differences across boomerang employees' career experiences, and the learning and knowledge developed at and away from boomerang organizations, meaningfully impact their performance following their return. Addressing this omission, we extend a careers-based learning perspective to construct a theoretical framework of a parsimonious, yet generalizable, set of factors that influence boomerang employee return performance. Results based on a sample of boomerang employees and employers in the same industry (professional basketball) indicate that intra- and extraorganizational knowledge construction and disruptions, as well as transition events, are significantly predictive of boomerangs' return performance. Comparisons with 2 matched samples of nonboomerang employees likewise suggest distinctive patterns in the performance of boomerang employees.