Sara Perry teaches and conducts research in management-related topics, including negotiation, employee stress and health, innovation and leadership. Her specialties include organizational behavior, negotiation, human resource management and industrial/organizational psychology. She also has consulting experience in public safety organizations and non-governmental organizations (NGOs). Dr. Perry speaks to various groups and offers workshops on stress management and negotiation and conflict resolution.
Industry Expertise (3)
Writing and Editing
Areas of Expertise (9)
Industrial and Organizational Psychology
Employee Stress and Health
Young Researcher Award (professional)
Awarded in April 2017 by Baylor University's Hankamer School of Business
Best Presentation Award (professional)
Awarded in June, 2015 by ASEE Engineering Management track
Best Paper in Innovation Track (professional)
Awarded by the Southern Management Association.
University of Houston: Ph.D., Industrial and Organizational Psychology
University of Houston: M.A., Industrial and Organizational Psychology
University of Missouri Columbia: B.S., Computer Science
- Academy of Management
- American Psychological Association
- American Society of Engineering Education
- Society for Industrial and Organizational Psychologists
- Society of Human Resources Management
- Southern Management Association
Media Appearances (8)
Baylor Expert on Remote Work Shares 5 Key Tips to Make the Most of Working from Home
Baylor Media and Public Relations online
The international response to the COVID-19 public health crisis has led millions of workers to make home their new office as communities and organizations promote social distancing to slow the spread of the virus. For many individuals, this spring marks the first time they will have worked from home for a substantial amount of time.
Sara Perry, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business, an internationally-recognized remote work researcher and author of a 2018 study published in the European Journal of Work and Organizational Psychology, offers tips in five key areas for employees to consider as they make the most of working from home.
“Research has given us some good empirical evidence of key areas that will help remote work be more successful,” Perry said.
How to Work From Home, if You’ve Never Done It Before
The New York Times
Sara Perry, Ph.D., professor in Baylor University's management department, is a featured expert in this story about working from home and remote work as a result of coronavirus.
From the article:
"Dr. Perry said it’s important to continue to make the same transition, even if you’re just moving from one spot on the couch to the other. So put your work materials and your laptop away (or just shut work applications if you want to use your computer for something else).
She added that this is crucial right now because 'you’re already being challenged in terms of your personal resources,' she said. 'You still have to take that recovery time from work.'”
Out of Office: Is Remote Work Stressing You OUT?
Remotely One online
An article by Sara Perry, Ph.D., assistant professor of management, who is an expert on issues of work-life balance. In this article, she addresses her research – and the research of others – regarding remote work.
Is Working from Home Unproductive?
KXXV-TV (Waco) online
Sara Perry, Ph.D., assistant professor of management in Baylor University’s Hankamer School, is quoted in this story about her recent Journal of Management study of teams that use virtual communications and their effectiveness in the workplace. Perry, who coauthored the study with a team of researchers, including Emily Hunter, Ph.D., associate professor of management at Baylor, said, “Under the conditions of higher virtuality, you need people to hold you accountable to prevent the virtuality from letting you stray or loaf.”
Salary Negotiations for New Graduates
KXXV-TV (Waco, Temple, Killeen/ABC) tv
VIDEO: Sara Perry, Ph.D., assistant professor of management in Baylor’s Hankamer School of Business, was interviewed for this story and provides specific tips for college graduates as they interview for jobs and negotiate a salary.
Engineers' Allegiances to Organization and Profession Need Not Conflict, Study Finds
Engineering 360 online
This story centers on a new study from Baylor University’s Hankamer School of Business that helps leaders better understand how to manage innovators, specifically scientists and engineers. “Our study suggests that leaders who understand how to manage their employees’ commitment to both their organizations and professions may be the most successful at motivating and retaining innovators,” said the study’s lead author, Sara Perry, Ph.D., assistant professor of management. Emily Hunter, Ph.D., associate professor of management, served as coauthor.
Seven Ways Parents Can Be More Productive During Summer
Fast Company online
Sara Perry, Ph.D., assistant professor of management at Baylor's Hankamer School of Business, is quoted in this article about how summer can be a master challenge in time management for families. "The more proactive you are about planning, the better able you will be to fit in all the work and fun activities this summer. Set realistic, specific, measurable goals for yourself and what work you want to accomplish,” Perry said.
Turning Hobbies Into Jobs
KWTX-TV (Waco, CBS) tv
Sara Perry, Ph.D., assistant professor of management in Baylor’s Hankamer School of Business, was interviewed as an expert source for this story about women who have taken the steps to turn their hobbies into jobs. Perry is an active researcher, publishing in the areas of work-life balance and autonomy.
Natalia Lorinkova and Sara Perry
Applying arguments from social exchange theory, we theoretically derive and empirically test a multilevel model that informs theory on leadership, cynicism, and deviant withdrawal. Namely, we examine the moderating effect of the upward exchange relationship of a leader on empowering leadership behaviors as they affect subordinate psychological empowerment, cynicism, and time theft. In a sample of 161 employees across 37 direct supervisors, empowering leadership was associated with reduced employee cynicism both directly and indirectly through employee psychological empowerment. The positive relationship between empowering leadership and employee psychological empowerment, however, was significant only when the leader enjoyed a high-quality relationship with his or her own boss. In turn, cynicism was associated with increased time theft, suggesting that employees may reciprocate frustrating experiences by withdrawing in minor, yet impactful and deviant, ways in efforts to balance their exchange with the organization.
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.
This article explores the conditions under which autonomy may lead to production deviance (unsanctioned, non-task-focused behavior) rather than acting as a motivational job characteristic. In a study of 260 manual laborers, we applied Conservation of Resources Theory to propose an interaction among autonomy, emotional exhaustion and employment opportunity in predicting production deviance. We suggest that employees who experience emotional exhaustion may leverage autonomy to engage in production deviance in efforts to conserve and protect remaining energy reserves, particularly when they feel they can secure ‘better’ opportunities than their current job. Results of hierarchical moderated multiple regression analyses revealed that workers reporting high levels of autonomy, emotional exhaustion and employment opportunity also manifested the highest levels of production deviance.
It is increasingly important for students to develop practiced and applied knowledge, teamwork skills, and civic engagement in addition to core curriculum knowledge in order to be prepared for the demands of the 21st century workforce. We propose that service-learning, or learning through an applied community service project, can uniquely address these essential 21st century skills. Thus, in this paper, we outline a specific service-learning project geared towards improving these skill-sets. Then, we design an experiment to test the efficacy of this project in increasing these skills by comparing students who completed this project to those in a control condition. Results support study hypotheses that service-learning increases teamwork and civic engagement, and partially support the hypothesis that it increases practiced and applied knowledge. Additionally, students in the service-learning condition outperformed students in the control condition on a test of core-curriculum knowledge. Thus, this study supports the overall assertion that service learning can be used to successfully teach students 21st century skills.
We sought to clarify the relationship between virtuality and social loafing by exploring two work–family moderators—family responsibility and dissimilarity in terms of family responsibility—and two mediators—cohesion and psychological obligation—in two studies. We expected that “busy teams” (i.e., comprising similar individuals with many family responsibilities) would exhibit the strongest positive virtuality–social loafing relationship, and teams comprising similar individuals with few family responsibilities would experience a weaker virtuality–social loafing relationship. We expected that individuals working with dissimilar others would report consistently high levels of social loafing regardless of virtuality. Furthermore, we expected cohesion and psychological obligation to one’s teammates would mediate these effects. Similar individuals in teams indeed exhibited different virtuality–social loafing relationships in both studies, suggesting that the flexibility provided by virtuality might be more effective in teams comprising similar people with few family responsibilities. Study 2 further revealed that cohesion and obligation may mediate these effects, such that high levels of these mediators were associated with low levels of social loafing in similar teams comprising people with few family responsibilities. We discuss contributions to the virtual work and social loafing literatures, as well as the work–family and team literatures. We also suggest several specific actions managers can take on the basis of these findings, including for employees with few versus many family responsibilities.
Despite widespread adoption of servant leadership, we are only beginning to understand its true utility across multiple organizational levels. Our purpose was to test the relationship between personality, servant leadership, and critical follower and organizational outcomes. Using a social influence framework, we proposed that leader agreeableness and extraversion affect follower perceptions of servant leadership. In turn, servant leaders ignite a cycle of service by role-modeling servant behavior that is then mirrored through coworker helping behavior and high-quality customer service, as well as reciprocated through decreased withdrawal. Using a multilevel, multi-source model, we surveyed 224 stores of a U.S. retail organization, including 425 followers, 110 store managers, and 40 regional managers. Leader agreeableness was positively and extraversion was negatively related to servant leadership, which was associated with decreased follower turnover intentions and disengagement. At the group-level, service climate mediated the effects of servant leadership on follower turnover intentions, helping and sales behavior.
We leverage conservation of resources (COR) theory to explain how conscientiousness and emotional stability (ES) are associated with resource management strategies that may reflect instrumentally driven counterproductive work behaviour (CWB). Specifically, we investigated how the relationship between conscientiousness and CWB varies as a function of the level of available personal (i.e., ES) and organizationally provided (i.e., experienced job constraints) resources. Results from two surveys administered 4 weeks apart to US employees indicate that the negative relationship between conscientiousness and CWB is positive among employees who are low in ES.