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How to Negotiate the Best Retail Price: Baylor Expert Shares 11 Tips
Confidence in retail negotiations can lead to confidence in salary talks as well, management expert says In today’s retail climate, where stores struggle to keep up with online competition and customers can compare prices with the ease of their smartphones, the price tag is just a starting point for negotiations, said a negotiation expert at Baylor University. “No longer do you need to pay sticker price for everything you buy. The customer is now empowered to have a say in pricing, and even hourly retail workers are often empowered to give price discounts when requested,” said Emily Hunter, Ph.D., associate professor of management in Baylor University’s Hankamer School of Business, and an expert in negotiation and conflict management. Hunter said negotiations – whether in a retail setting or in the workplace – require confidence. “Many people are hesitant to negotiate because they don’t know how or they are worried about the other person’s reaction (Will they think I’m greedy?),” she said. “But practice can increase your confidence in your ability to negotiate. Rejection is less common than you fear, and retail stores especially are often willing to work with you.” She offered the following tips to increase the chances of greater deals at the check-out counter. Be nice. First and foremost, always be kind and polite when asking for a discount in retail settings, Hunter said. You are much more likely to be successful if someone wants to help you out, as opposed to demanding a discount or raising your voice to puff up your sense of power. It’s not a power play. Instead, negotiating is a matter of give-and-take. Find defects. It is easier to negotiate an item if you can find something wrong with it. Most stores have a policy in place that allows cashiers and salespeople to offer a moderate discount (typically 10-15 percent), but when they offer it, be persistent and politely try to push them for more. “I’ve negotiated a rug because it was on the sales floor and had frayed edges, a metal cabinet with a dent in the back (Who will ever see that? It’s in the back!), and clothing with a slight stain,” Hunter said. “Point out the defect to the person you are negotiating with and ask for half off.” Look for mark-downs. If an item is marked down or “open-box,” then ask for further discounts, Hunter advised. Remember, the store already acknowledged that the item is worth less than original price and they are likely desperate to be rid of it quickly. “Borrow” a coupon during check-out. When making a purchase, Hunter said she is often asked the question: “Do you have a coupon?” Instead of saying no, she said it might save some money to consider another reply. “Whenever I’m asked this question at check-out, I reply, ‘No, do you have one I could use?’ This works more often than you might think and can result in sweet savings. No clipping required,” she said. Prepare yourself – quickly. When you see an item that could be a good opportunity to negotiate, Hunter said it’s best to prepare quickly with three steps. First, set a strong goal for yourself, usually in the form of a steep discount you will request. Second, set a “redline” price, the highest price you are willing to pay. Third, consider your best alternative – which might be purchasing the same item online for less – if negotiations fail. Find a BATNA. “In negotiation lingo, we call your best alternative your BATNA – Best Alternative to a Negotiated Agreement,” Hunter said. “In retail, it’s extremely important to shop around both at other stores and online to see if the same or a similar item is offered elsewhere for less. This can be your bargaining chip to ask for a discount.” She explained that most big-box stores now have a price-matching policy, but it’s worth trying to go beyond the price match and ask for an additional 10 percent discount, particularly if you agree to purchase at that moment. “Think about it from the store’s perspective,” she said. “They want to keep you from buying from major online retailers, so they might agree to a discount.” Ask for a higher discount than you’re seeking. Let’s say you’re seeking $200 off the price of a refrigerator. Hunter said it’s not wise to start your negotiation by asking for $200 off, because you are almost guaranteed to get less than that. “In negotiations, both sides expect some give-and-take, and the retailer is unlikely to accept your first offer,” she said. “Start by asking for $500 off the fridge and see what they say. Even better, back up your offer by pointing out a defect, a cheaper price online for the same product or evidence of a sale at the same store that just ended.” Pretend you own the business. Think from the seller’s perspective, Hunter advised. Consider what the seller wants from you, the customer. Besides the obvious answer of higher sales and profit, simply offering to write a review online could be very helpful, especially for small businesses. “I once got a great deal on a tool cabinet because I offered to write a positive review on the customer experience survey (you know, the one you get on your receipt that few people fill out?). The manager said that would be wonderful because his store performance is assessed partly based on those customer surveys and he really needed a good review that quarter,” Hunter said. Always negotiate furniture. Hunter said the markup on furniture is often extremely high, as much as 80 percent, and that makes furniture a target for negotiation. “I always negotiate when buying everything from mattresses to sofas to end tables,” she said. “Ask for big discounts at first, as you never know how desperate they are to rotate their stock. And try asking for steeper discounts if you buy multiple pieces, or buying a sofa set and getting the coffee table thrown in for free.” Choose your opponent wisely. When you choose to negotiate, make sure you’re dealing with the people who can make the decisions, Hunter said. Sometimes the clerks on the floor might not be the best option, so jump straight to the cashier or the manager to work with someone who has the authority to make a pricing decision. Remember the ultimate goal. Negotiation is not just about saving a few dollars, Hunter said. Instead, it’s about building negotiating skills. “Negotiating in retail settings can be a helpful practice to build your confidence to negotiate more important items such as salary and work projects,” she said. “While negotiating salary and other relationship-based issues at work differs quite a bit from the strategies described here, the first step is having the confidence to ask.” ABOUT EMILY HUNTER, PH.D. Emily Hunter, Ph.D., associate professor of management in Baylor University's Hankamer School of Business, teaches negotiation and conflict management. Her research on employee work-family issues, workday breaks 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." ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT BAYLOR’S HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.
Managers should consider ethics and performance when rewarding employees, Baylor professor says Do you consider yourself more ethical than your coworker? Caution! Your feelings of ethical superiority can cause a chain reaction that is detrimental to you, your coworker and your organization, according to Baylor University management research. A new study published in the Journal of Business Ethics suggests that your feelings of ethical superiority can lead you to have negative emotions toward a “less ethical” coworker. Those negative emotions can be amplified if you also believe you do not perform as well as that coworker. And, furthermore, those negative emotions can lead to your mistreatment and/or ostracism (social exclusion) of that less ethical, higher-performing coworker. “One way to think of this is that it is – and should be – concerning to us to believe that we are more ethical than our coworkers, especially if we do not perform as well as they do,” said lead author Matthew Quade, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business and an expert on workplace ethics and ostracism. The research, Quade said, can help managers create better atmospheres and improve the bottom line. “The managerial implication is that we need to create environments where ethics and performance are both rewarded,” he said. A total of 741 people, among them 310 employees (“focal employees”) and an equal number of their coworkers (“comparison coworkers”), were surveyed for the study. Focal employees compared themselves with their coworkers based on two areas: perceived ethics and performance. Then they rated their levels of negative emotions (i.e., feelings of contempt, tension or disgust) toward those same comparison coworkers. Results show that employees who believe they are more ethical than similar coworkers (i.e., those that hold similar positions, have similar education background and similar tenure in the organization) feel negative emotions (i.e., contempt, disgust, stress, repulsion) when thinking about those coworkers. These negative emotions about the coworker are amplified when the employees also believe they do not perform as well as those same coworkers. In turn, the comparison coworkers rated how often they experienced social undermining (i.e., insults, spreading of rumors, belittling of ideas) and ostracism (i.e., ignored, avoided, shut out of conversations) from the focal employee. Results also show that the negative emotions that the “more ethical, lower performing” employees experience may result in them behaving in unethical ways directed at their coworkers. Specifically, they become more likely to socially undermine and ostracize those “less ethical, higher performing” coworkers. All the study’s results exist regardless of gender and any positive emotion the employees may experience as a result of believing they are more ethical. Ultimately, such workplace scenarios pose a conundrum for managers, Quade said. On one hand, there is the ethical worker who doesn’t perform as well. On the other hand, there’s the less ethical worker who hits all the goals. Who gets rewarded? “If high performance is the result of questionable or unethical behavior, that combination should not be celebrated,” the researchers wrote. “Instead, organizations should be cautious when rewarding and promoting performance within organizations, ensuring that they also consider the way the job is done from an ethical standpoint.” The ideal situation, the study reveals, is when high ethics and high performance are the norm – and employees are rewarded. “Enhancing the ethical behavior of all employees should be an emphasis to attempt to remove some of the disparity that tends to exist between employees when it comes to their moral behavior at work,” the researchers wrote. ABOUT THE STUDY “’If Only My Coworker Was More Ethical’: When Ethical and Performance Comparisons Lead to Negative Emotions, Social Undermining, and Ostracism,” published in the Journal of Business Ethics, is authored by Matthew Quade, Ph.D., assistant professor of management, Hankamer School of Business, Baylor University; Rebecca Greenbaum, Ph.D., associate professor of management, Spears School of Business, Oklahoma State University; and Mary Mawritz, Ph.D., associate professor of management, LeBow College of Business, Drexel University. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.
‘The surprise, and the up side, is that episodic memories from before the children’s treatment were spared,’ Baylor researcher says Children with certain types of brain tumors who undergo radiation treatment are less likely to recall the specifics of events they experienced after radiation than to remember pre-treatment happenings, according to a Baylor University study comparing them to children with healthy brains. The finding is significant because children after treatment had less volume in the hippocampus — a part of the brain that plays an important role in memory. But while such a decrease usually is associated Alzheimer’s disease, dementia, brain injury, epileptic amnesia, encephalitis and aging, with those conditions both remote and recent memories are impaired, said lead author Melanie Sekeres, Ph.D., director of Sekeres Memory Laboratory at Baylor University. “The surprise, and the up side, is that episodic memories from before the children’s treatment were spared,” Sekeres said. For the study, published in The Journal of Neuroscience, researchers focused on “autobiographical memory,” which is linked to unique personal events and involves the recollection of emotional and perceptual details that allow a person to mentally re-experience the event, said Sekeres, assistant professor of psychology and neuroscience in Baylor’s College of Arts & Sciences. Radiotherapy and chemotherapy are used to treat the most common malignant brain tumor in children — a medulloblastoma. The reduced volume of the hippocampus is likely associated with radiation’s impact on the development of new cells in the nervous system, including the growth of new neurons in the hippocampus, or neurogenesis. “We know that these new cells play crucial roles in regulating memory and spatial learning, which is required to navigate. These treatments limit the brain’s ability to produce these new cells, which, in turn, limits the ability to form new memories,” Sekeres said. Research participants were 13 child survivors of brain tumors who had previously received radiotherapy and chemotherapy treatment at least one year before the study. Twenty-eight healthy youths of similar ages (ranging from 7 to 18) also were recruited for the study, conducted with The Hospital for Sick Children in Toronto, Ontario, Canada. All the youths completed the Children’s Autobiographical Interview — a standardized memory test — and underwent magnetic resonance imaging (MRI) of the brain. In individual interviews, children in both groups also were asked to recall memories from personal events that occurred at a specific time and place. Children were asked to recall a very old memory from an event before their radiation treatment (or an equally old memory for the healthy children) and a recent memory from within the past month. They were offered a list of events such as a birthday party, family trip, graduation and getting a pet but were told that they could choose another happening. The interview allowed children to freely recall without prompting before being asked general and specific questions about the event. “They have a hard time forming new, detailed memories,” Sekeres said. For example, when talking about a recent birthday party for a friend, they might tell how they met the friend and what that individual likes to do, but few specifics such as what they wore, the type of cake, what friends were there and what activities they did at the party, she said. “Such specific details might seem trivial, but these are precisely the kinds of details that allow us to vividly replay important events in our lives,” Sekeres said. “For most events, though, even healthy people forget a lot of specific details over time because we typically don’t need to retain all that incidental information. Some forgetting is normal and adaptive, and what we remember is the gist of an older event.” The patients were just as capable as healthy children of recalling these older memories, she said. But for children with brain tumors who have undergone radiation, the study suggested “deficits in their ability to either encode and/or retrieve highly detailed memories for personal events,” Sekeres said. “And those are the kind of memories that allow us to understand who we are and give us rich personal lives. “The study identifies an area of cognition that is inadvertently impacted by standard treatment, which has real consequences for the quality of life of the survivors. The physicians’ ultimate goal is to allow their patients to survive and to live as well as possible,” Sekeres said. “Although these treatments are often crucial in the effective management of the cancer, if the physicians and the family know there are these unintended side effects, that may be an additional factor to consider when exploring the treatment options.” ABOUT THE STUDY The study — “Impaired recent, but preserved remote, autobiographical memory in pediatric brain tumor patients” — was conducted with the Brain Tumor Program and the Program in Neurosciences and Mental Health at The Hospital for Sick Children in Toronto, Ontario, Canada. Funding was provided through the Canadian Institutes of Health Research. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT BAYLOR COLLEGE OF ARTS & SCIENCES The College of Arts & Sciences is Baylor University’s oldest and largest academic division, consisting of 25 academic departments and seven academic centers and institutes. The more than 5,000 courses taught in the College span topics from art and theatre to religion, philosophy, sociology and the natural sciences. Faculty conduct research around the world, and research on the undergraduate and graduate level is prevalent throughout all disciplines. Visit College of Arts & Sciences.
When Religiosity Competes with Materialism, Charitable Giving Takes a Hit, Baylor Study Shows
Baylor researchers suggest fundraisers can use study results to boost giving Religious people tend to be more charitable than their nonreligious counterparts, but they’ll think twice about opening their wallets if it prolongs their next big purchase, according to new research from Baylor University’s Hankamer School of Business. Baylor researchers James A. Roberts, Ph.D., professor of marketing, and Meredith David, Ph.D., assistant professor of marketing, partnered on a study that examined the relationship between religiosity and charitable giving, and what drives the latter. They found that religiosity – the way people live out their lives based on their faith – can drive donors to give. But when materialism – that self-serving want for more money or material possessions – enters the equation, giving decreases. “At once, we want to help others, but at the same time, we desire the money and possessions that we all cherish to a greater or lesser degree,” the researchers wrote. “It is the result of such give-and-take between opposing values that drives our behavior as donors to charitable causes.” A total of 180 adults participated in the study, which is published in International Journal of Nonprofit and Voluntary Sector Marketing. Roberts and David looked specifically at religiosity’s effect on peoples’ attitudes toward helping others (AHO) and attitudes toward charitable organizations (ACO). Religiosity, they explained, is different from religious affiliation; it “is something that individuals experience outside of their place of worship and constitutes a way of viewing and experiencing the world that is different from their less religious (or nonreligious) counterparts.” They said they approached the study with the idea that helping others is a common rule among major religions. In general, the research showed that those expressing higher levels of religiosity were found to possess more favorable attitudes toward helping others and to charitable organizations. And those with stronger attitudes toward helping others also expressed a greater breadth in their giving. But higher levels of religiosity do not guarantee open wallets, David said. “We can’t always assume that religiosity ensures charitable giving,” she said. “Our study results suggest that increasing materialism lessened the positive effect of AHO on the breadth of giving.” Roberts, a nationally recognized expert on consumerism, said he and David, a nationally recognized expert on consumer behavior and well-being, weren’t too surprised by the study’s findings, given a basic understanding of human nature and the self-centeredness that accompanies materialism. However, they believe that understanding these dynamics can benefit charitable organizations as they identify potential donors and prepare for “the ask.” “Although materialism was found to reduce the breadth and likelihood of charitable giving in the present study, it could spur charitable giving if it is driven by self-serving motivations,” they wrote in the “managerial implications” section of the study. In other words, appeal to the donors’ inclination to give and their desire for public acknowledgment. “Large donations that come with naming rights, spur news coverage or exceed the donations of other prominent individuals are all examples of how materialism can be used to drive charitable donations,” they wrote. ABOUT THE STUDY “Holier than thou: Investigating the relationship between religiosity and charitable giving,” published in the June 2018 issue of International Journal of Nonprofit and Voluntary Sector Marketing, is authored by James A. Roberts, Ph.D., The Ben H. Williams Professor of Marketing, Hankamer School of Business, Baylor University, and Meredith David, Ph.D., assistant professor of marketing, Hankamer School of Business, Baylor University. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.
The next threat to election meddling? Brain Hacking
Almost 15 percent of Americans have reported changing their opinion on political or social issues because of a social media post, according to a recent Pew Research Center survey. “What if, immediately before spreading polarizing social media posts, our adversaries flashed subliminal images known to induce a type of anxiety called state anxiety? Evidence suggests people would perceive those posts in a more emotional way. Those images could, in turn, influence their voting behavior,” said Dr. Jay Heslen, an expert in intelligence and cybersecurity policy and assistant professor of political science with a joint appointment in the Katherine Reese Pamplin College of Arts, Humanities, and Social Sciences and the School of Computer and Cyber Sciences at Augusta University. “Successfully manipulating the cognition of a few thousand people in order to influence their perception of events could be enough to change the result of an election.” Heslen’s current research project focuses on whether exposure to certain visuals or sounds, including subliminal prompts, can induce a negative emotional arousal on people. He’s interested in learning whether that emotional state, called state anxiety, can then influence behavior in a specific, predefined way – a concept he calls neurocognitive hacking. Although research using subliminal prompts is not new and has had mixed results, Heslen’s approach is novel. He uses a specific kind of visuals previously shown to trigger people’s unconscious discriminatory behaviors toward outsiders. “Neurocognitive hacking could potentially be used as a weapon in cyberwarfare,” said Heslen, who worked as an intelligence officer with the Defense Intelligence Agency and the United States Air Force for more than 20 years, specializing in combatting terrorism, counterintelligence and strategic cyber intelligence. “We need to study these capabilities not only for our own understanding but to create sound policies and countermeasures to defend ourselves against others who may use them on us.” With 68 percent of Americans on Facebook and 73 percent on YouTube, according to another Pew Research Center survey, neurocognitive hacking could be a national security problem, Heslen said. “As we advance our understanding of the brain and its processes, including how to manipulate it, we will need to provide neurocognitive cybersecurity to people who use information and communication technologies,” Heslen said. “This will be especially true as we spend more time in virtual worlds.” Heslen is available to discuss: · How neurocognitive hacking can influence people’s behavior · Why neurocognitive hacking is a powerful weapon of cyberwar · What kinds of policies should the government create to protect itself and its citizens from neurocognitive hacking Heslen is a Lieutenant Colonel in the United States Air Force Reserve and has served in military operations on four continents to include humanitarian relief operations in Mozambique and South Africa as well as an operational tour in Afghanistan. In his capacity as a reservist, he is currently assigned to the National Intelligence University pursuing an advanced degree in strategic intelligence. Contact us to schedule an interview with Dr. Heslen or learn more about his expertise.
Out of Office: New Baylor Management Study Examines Relationship Between Stress and Remote Work
Researchers say people with high emotional stability and autonomy are best suited for remote-work opportunities Many U.S. employees believe working from home – or at least away from the office – can bring freedom and stress-free job satisfaction. A new Baylor University study says, “Not so fast.” The study, published recently in the European Journal of Work and Organizational Psychology, examines the impact of remote work on employee well-being and offers several strategies to help managers provide remote-work opportunities that are valuable to the employee and the company. “Any organization, regardless of the extent to which people work remotely, needs to consider well-being of their employees as they implement more flexible working practices,” the researchers wrote. A total of 403 working adults were surveyed for the two studies that made up the research, said lead author Sara Perry, Ph.D., assistant professor of management in Baylor University’s Hankamer School of Business. The research team measured each employee’s autonomy (the level of a worker’s independence), strain (defined in this study as exhaustion, disengagement and dissatisfaction) and emotional stability. Emotional stability, Perry explained, “captures how even keeled someone is or, on the opposite end, how malleable their emotions are. An example would be if something stressful happens at work, a person who is high on emotional stability would take it in stride, remain positive and figure out how to address it. A person low on emotional stability might get frustrated and discouraged, expending energy with those emotions instead of on the issue at hand.” The research found that: • Autonomy is critical to protecting remote employees’ well-being and helping them avoid strain. • Employees reporting high levels of autonomy and emotional stability appear to be the most able to thrive in remote-work positions. • Employees reporting high levels of job autonomy with lower levels of emotional stability appear to be more susceptible to strain. Perry said the study contradicts past research that says autonomy is a universal need that everyone possesses. Per this research, those who are lower in emotional stability may not need or want as much autonomy in their work. “This lower need for autonomy may explain why less emotionally stable employees don’t do as well when working remotely, even when they have autonomy,” researchers wrote. In addition to their findings, the researchers offered several recommendations for managers who design or oversee remote-work arrangements. The research team advised managers to consider their employees’ behavior when deciding who will work remotely. “I would suggest managers look at employee behaviors, rather than for personality traits, per se,” Perry said. “For example, if someone does not handle stress well in the office, they are not likely to handle it well at home either. If someone gets overwhelmed easily, or reacts in big ways to requests or issues in the office, they are likely less well positioned to work remotely and handle that responsibility and stress.” Based on this study, individuals with high emotional stability and high levels of autonomy are better suited for remote work, but such candidates might not always be available. “If less emotionally stable individuals must work remotely, managers should take care to provide more resources, other than autonomy, including support to help foster strong relationships with coworkers and avoid strain,” they wrote. Managers might also consider providing proper training and equipment for remote work, including proper separation of work and family spaces, clear procedural and performance expectations and regular contact (virtual or face-to-face) with coworkers and managers. ABOUT THE STUDY “Stress in Remote Work: Two Studies Testing The Demand-Control-Person Model,” published in the European Journal of Work and Organizational Psychology, is authored by Sara Perry, Ph.D., assistant professor of management, Hankamer School of Business, Baylor University, Emily Hunter, Ph.D., associate professor of management, Hankamer School of Business, Baylor Univeersity, and Cristina Rubino, professor of management, David Nazarian College of Business and Economics, California State University Northridge. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/business and follow on Twitter at www.twitter.com/Baylor_Business.
Ethical Leadership Can Have Negative Consequences, Baylor University Researchers Say
Coupled with stress, ethical leadership can lead to employee deviance and turnover Ethical leadership is a good thing, right? Certainly, management experts say. But ethical leadership can have negative consequences, too, according to new research from management faculty in Baylor University’s Hankamer School of Business. A 2018 Baylor study published in the Journal of Business Ethics reveals that ethical leadership compounded by job-hindrance stress and supervisor-induced stress can lead to employee deviance and turnover. The research reflects the thoughts of 609 employees who were surveyed across two studies. “If someone is an ethical leader but induces stress, our research shows that his or her employees will feel less support,” said lead author Matthew Quade, Ph.D., assistant professor of management. “Thus, employees who do not feel supported are more likely to consider leaving their jobs or engage in workplace deviance – things like coming in late to work, daydreaming, not following instructions or failing to be as productive as they could be.” Quade said that ethical leadership is a good thing and often beneficial in terms of employee resources. An example would be a trusted supervisor who listens to her employees and has her employees’ best interests in mind. The trouble comes, he said, when supervisor-induced stress or job-hindrance stress enters the picture. “When those stressors are added, there is a depletion of resources,” Quade explained. “Many of the gains or benefits from ethical leadership are negated.” What does stress-inducing ethical leadership look like? Quade said it could be as simple as supervisors setting expectations too high or, in the interest of “following all the rules,” not allowing for any deviation from a process, even if a shortcut, still within the bounds of behaving ethically, would deliver a desired result. The researchers wrote: “Ethical leadership can be an exacting process of sustaining high ethical standards, ensuring careful practice and enforcement of all rules and meeting leaders’ lofty expectations, all of which can consume time and energy and be perceived by employees as overly demanding or an obstacle to job performance.” As part of the study, those surveyed were asked to what extent they agreed or disagreed with the following statements: My supervisor makes it so that I have to go through a lot of red tape to get my job done. Working with my supervisor makes it hard to understand what is expected of me. I receive conflicting requests from my supervisor. My supervisor creates many hassles to go through to get projects/assignments done. Working with him/her thwarts my personal growth and well-being. In general, I feel that my supervisor hinders my personal accomplishment. I feel that my supervisor constrains my achievement of personal goals and development. Quade said his team in no way wants to discourage ethical leadership. Research consistently shows such leadership is very beneficial, he said. But this new research shows that there are boundaries to those benefits. “This places quite an onus on appropriately managing the stress that comes from the leader and the job, in efforts to most fully realize the potential of ethical leadership,” the researchers wrote. The study listed some tips and takeaways for organizations and leaders. They include: Strike a balance between promoting ethical behavior and providing resources to help employees meet those standards. Encourage employees in word and deed by reducing ambiguity in ethical dilemmas that might otherwise drain resources. Model fair and ethical behavior. Communicate efficient methods to meet standards and reduce unnecessary steps or procedures. Equip and train leaders to balance the demands of leading ethically while not overburdening their employees. ABOUT THE STUDY “Boundary Conditions of Ethical Leadership: Exploring Supervisor-Induced and Job Hindrance Stress as Potential Inhibitors” is published in the Journal of Business Ethics. Study authors are Baylor University Hankamer School of Business faculty members Matthew Quade, Ph.D., assistant professor of management; Sara Perry, Ph.D., assistant professor of management; and Emily Hunter, Ph.D., associate professor of management. ABOUT BAYLOR UNIVERSITY Baylor University is a private Christian University and a nationally ranked research institution. The University provides a vibrant campus community for more than 17,000 students by blending interdisciplinary research with an international reputation for educational excellence and a faculty commitment to teaching and scholarship. Chartered in 1845 by the Republic of Texas through the efforts of Baptist pioneers, Baylor is the oldest continually operating University in Texas. Located in Waco, Baylor welcomes students from all 50 states and more than 80 countries to study a broad range of degrees among its 12 nationally recognized academic divisions. ABOUT HANKAMER SCHOOL OF BUSINESS Baylor University’s Hankamer School of Business provides a rigorous academic experience, consisting of classroom and hands-on learning, guided by Christian commitment and a global perspective. Recognized nationally for several programs, including Entrepreneurship and Accounting, the school offers 24 undergraduate and 13 graduate areas of study. Visit www.baylor.edu/businessand follow on Twitter at twitter.com/Baylor_Business.
MEDIA RELEASE: CAA rolling out new predictive technology
New predictive technology, created in-house at CAA South Central Ontario (CAA SCO) can now predict the likelihood of a roadside event occurring in a specific geographic area, and send a truck to that area before a breakdown occurs. CAA's new Gen 2 predictive technology gets the right truck, to the right place, at the right time. Gen 2 is a proprietary machine-learning algorithm that leverages data from 115 years of roadside assistance service. It layers on weather and humidity indicators, along with real-time traffic and GPS information to predict roadside needs. Gen 2 was developed in-house by CAA in late 2017 and piloted in the London area in January 2018. Initial results during the pilot period showed a promising reduction in the average time of arrival for roadside service vehicles. CAA SCO was able to rescue members an average of 11 minutes faster during the summer of 2018, when compared to the summer months of 2017. The service improvement is directly tied to the roll out of CAA's new predictive technology. The system learns over time, so CAA SCO expects average wait times will continue to improve. The technology has already garnered interest from roadside assistance clubs from around the world. CAA Gen 2 is currently being operationalized across CAA SCO's territory. Source:
Consumer word-of-mouth and social media
Certainly, marketers are well aware of the value of the consumers’ word-of-mouth (WOM) endorsements of a product or service. But the ubiquitous nature of social media demands that advertisers find new ways to tap into how consumers interact and communicate to leverage the power of WOM online. Panagiotis Adamopoulos, assistant professor of information systems & operations management; Vilma Todri, assistant professor of information systems & operations management; and Anindya Ghose (NYU-Stern) take a close look at the role of hidden personality traits of online users and how they play into the effectiveness of product WOM on Twitter. The trio used big data, machine learning methods, and causal inference econometric techniques to study consumer purchases made through Twitter accounts. The research showed an increase in the likelihood of a purchase by 47.58% when there was exposure to WOM tweets from a sender who had similar personality traits to the recipient of the information. The trio found that introvert users were much more accepting of WOM versus extrovert users. They also noted agreeable, conscientious, and open social media users are more effective influencers. The combinations of personality traits of disseminators and recipients of WOM impacted the decision to buy a product, with the researchers noting that a “WOM message from an extrovert user to an introvert peer increases the likelihood of a subsequent purchase by 71.28%.” Source:
Unconventional Tech Conference Brings International Audience to UMW
Join us July 30 – August 3! Educators from Canada to Cairo, the UK and across the U.S. will attend the University of Mary Washington’s Digital Pedagogy Lab. Dynamic keynote speakers like NPR’s lead education blogger, Anya Kamenetz, and Columbia University’s Jade E. Davis will ask participants to re-imagine technology’s role in higher education, finding the best ways to teach with and about it. Hosted by UMW’s trend-setting Division of Teaching and Learning Technologies (think ground-breaking initiatives like Domain of One's Own), DPL delves deep into digital pedagogy, covering everything from cultural humility to “mad genius” storytelling. We’re also on Twitter – so follow along and join in on the conversation - @DigPedLab and #digped. Source:
