Jay Hardy
Overview
Biography
Dr. Jay Hardy is the Associate Dean for Research and Stirek Professor of Management in Oregon State University’s College of Business. He earned his Ph.D. and M.S. in Industrial and Organizational Psychology (with a secondary concentration in Quantitative Methods) from the University of Oklahoma and his B.S. in Psychology (minor in Business) from Colorado State University.
As an organizational scientistic, Dr. Hardy's work examines topics including learning and adaptation at work, curiosity and self-regulation, selection and retention, and methods that improve cumulative science. Dr. Hardy's work can be found in leading scholarly and practitioner outlets, including the Journal of Applied Psychology, Journal of Management, Harvard Business Review, Organizational Behavior and Human Decision Processes, and Personnel Psychology. Over the years, he has received multiple recognitions and awards for his research, reviewing, and teaching, including the COB Prominent Scholar Awards, the Army Research Institute Early Career Award, the HRMR Excellence in Reviewing award, and the Byron L. Newton Excellence in Undergraduate Teaching Award. In 2026, Dr. Hardy will begin a six-year term as Associate Editor for the Journal of Applied Psychology. In his role as Associate Dean of the Oregon State University College of Business, Dr. Hardy leads research strategy and operations for the college, working with faculty, staff, and campus partners to expand access to resources, strengthen infrastructure, and support high-quality, trans-disciplinary scholarship. His leadership and scholarship contribute to the advancement of knowledge across the various Business Disciplines and Design.
Credentials
Ph.D. in Industrial Organizational Psychology from the University of Oklahoma ('15)
M.S. in Experimental Psychology from the University of Oklahoma ('12)
B.S. in Psychology with a minor in Business from Colorado State University ('09)
Research areas: Human Resources Management and Organizational Behavior
Research interests: Training and Development, Employee Selection, Systemic Bias, Simulations and Computational Modeling
Dr. Hardy's research is in the field of human resource management (HR). His recent work has focused on (a) understanding how self-regulated learning processes can be leveraged for improving dynamic training and development interventions, (b) exploring the implications of the job applicant experience for shaping applicant behavior, and (c) applying simulation and computational modeling methodologies to understanding practical HR phenomena, such as voluntary turnover.
Selected Publications
Klotz, A., Thiel, C., Hardy, J. H., III., Gibson, C., Barsa, A. (2025). To retain employees, promote them before the job market heats up. Harvard Business Review
Hardy, J. H., III., Thiel, C., Gibson, C., Klotz, A., Barsa, A. (2025) After shocks: The effects of internal sourcing on voluntary turnover. Journal of Applied Psychology
Gibson, C., Hardy, J. H., III (2025). Misaligned incentives undermine the promise of engaged scholarship. Industrial and Organizational Psychology: Perspectives on Science and Practice
Hardy, J. H., III (2025). Curiosity is the key to the future of learning and development. Industrial and Organizational Psychology: Perspectives on Science and Practice
Hardy, J. H., III, Day, E. A., North, M., Rockwood, J. (2024). Unpacking on-task effort in performance-based learning: Information-knowledge gaps guide effort allocation decisions. Journal of Applied Psychology, 109(1), 77–98.
Koenig, N., Tonidandel, T., Thompson, I., Albritton, B., Koohifar, F., Yankov, S., Speer, A., Hardy, J.H. III, Gibson, C., Frost, C., Liu, M., McNeney, D., Capman, J. F., Lowery, S. B., Kitching, M., Nimbkar, A., Boyce, A., Sun, T., Guo, F., Min, H., Zhang, B., Lebanoff, L., & Newton, C. (2023). Improving measurement and prediction in personnel selection through the application of machine learning. Personnel Psychology. 76 (4), 1061-1123.
* Papers in this article were submitted and evaluated individually before being combined into a thematic article
Medeiros, K.E., Crayne, M.P., Griffith, J.A., Hardy, J.H. III, & Damadzic, A. (2022). Leader sensemaking in response to crisis: Consequences and insights from COVID-19. Personality and Individual Differences, 187, 111406
Hardy, J. H., III, Tey, K.S., Wilson, C., Martell, R. F., Olstad, A., Uhlmann, E.L. (2022). Bias in context: Small biases in hiring evaluations have big consequences. Journal of Management, 48 (3), 657-692
Tierney, W., Hardy, J. H., III., Ebersole, C., Viganola, D., Clemente, E., Gordon, M., Hoogeveen, S., Haaf, J., Dreber, A.A., Johannesson, M., Pfeiffer, T., Chapman, H., Gantman, A., Vanaman, M., DeMarree, K., Igou, E., Wylie, J., Storbeck J., Andreychik, M.R., McPhetres, J., Vaughn, L.A., Culture and Work Forecasting Collaboration, & Uhlmann, E. L. (2021). A creative destruction approach to replication: Implicit work and sex morality across cultures. Journal of Experimental Social Psychology. 93, 104060
Hardy, J. H., III, Gibson, C., Carr, A., Dudley, N. (2021). Quitters wouldn’t prosper: Examining the relationship between applicant potential and attrition behavior during assessments. International Journal of Selection and Assessment. 29(1), 55-64
Tierney, W., Hardy, J. H., III., Ebersole, C., Leavitt, K., Viganola, D., Clemente, E., Gordon, M., Dreber, A.A., Johannesson, M., Pfeiffer, T., Hiring Decisions Forecasting Collaboration, & Uhlmann, E. (2020). Creative destruction in science. Organizational Behavior and Human Decision Processes. 161, 291-309
Huck, J., Day, E. A., Jorgensen, A., Westlin, J., Lin, Li, Hardy, J. H., III. (2020). The role of epistemic curiosity in game-based learning: Distinguishing skill acquisition from adaptation to change. Simulation and Gaming. 51(2), 141-166
Gibson, C., Koenig, N., Griffith, J., & Hardy, J. H., III (2019). Selecting for retention: Understanding turnover pre-hire. Industrial and Organizational Psychology: Perspectives on Science and Practice.12, 338-341
Steele, L. M., Hardy, J. H., III, & Day, E. A., Watts, L. L., Mumford, M. D. (2021). Navigating creative paradoxes: Exploration and exploitation effort drive novelty and usefulness. Psychology of Aesthetics, Creativity, and the Arts. 15(1) 149-164
Hardy, J. H., III, & Day, E. A., Steele, L. M. (2019). Interrelationships among self-regulatory processes: Toward a dynamic process-based model of self-regulated learning. Journal of Management, 45, 8, 3146-3177
Hardy, J. H., III, Day, E. A., Arthur, W., Jr. (2019) Exploration-Exploitation tradeoffs and information-knowledge gaps in self-regulated learning: Implications for training and development. Human Resource Management Review, Special Issue: Advancing Training for the 21st Century, 196-217
Thiel, C. E., Hardy, J. H., III, Peterson, D. P., Welsh, D., Bonner, J. (2018). Too many sheep in the flock? Span of control attenuates the influence of ethical leadership. Journal of Applied Psychology, 103(10), 1324-1334
Griffith, J. A., Gibson, C., Medeiros, K., MacDougall, A., Hardy, J. H., III, Rounds, E., Mumford, M. D. (2018). Are you thinking what I’m thinking?: The influence of leader style, distance, and leader–follower mental model congruence on creative performance. Journal of Leadership and Organizational Studies. 25(3), 153-170
Thiel, C. E., Griffith, J. A., Hardy, J. H., III, Peterson, D. P., Connelly, S. (2018). Let’s look at this another way: How supervisors can help subordinates manage the threat of relationship conflict. Journal of Leadership and Organizational Studies. 25(3) 368-380
Hardy, J. H., III, Gibson, C., Sloan, M., Carr, A. (2017). Are applicants more likely to quit longer assessments? Examining the effect of assessment length on applicant attrition behavior. Journal of Applied Psychology. 102, 1148-1158
Hardy, J. H., III, Ness, A., Mecca, J., (2017). Outside the box: Epistemic curiosity as a predictor of creative problem solving and creative performance. Personality and Individual Differences. 104, 230-237
Hardy, J. H., III, Gibson, C. (2017). Gender differences in the measurement of creative problem-solving. Journal of Creative Behavior. 51, 153-162
Gibson, C., Hardy, J. H., III, Baur, J. E., Frink, D., & Buckley, M. R. (2015). Expectation-based interventions for expatriates. International Journal of Intercultural Relations. 49, 332-342
Buckley, M. R., Baur, J. E., Hardy, J. H., III, Johnson, J. F., Johnson, G., Peterson, D., Macdougall, A. E., Banford, C. G., Bagdasarov, Z., & Peacock, J. (2015). Management lore continues alive and well in the organizational sciences. Journal of Management History. 21, 68-97
Hardy, J. H., III, Gibson, C. Buckley, M. R. (2015). Looking back: A quantitative review of the Journal of Management History, 1995 – 1999. Journal of Management History, 21, 410-420
Hardy, J. H., III (2014). Dynamics in the relationship between self-efficacy and performance following failure. Personality and Individual Differences. 71, 151-158
Hardy, J. H., III, Day, E. A., Hughes, M. G., Wang, X., & Schuelke, M. J. (2014). Exploratory behavior in active learning: A between- and within-person examination. Organizational Behavior and Human Decision Processes, 125, 98-112
Hardy, J. H., III, Imose, R.A., & Day, E. A. (2014). Relating mental toughness to complex task learning and adaptive performance. Personality and Individual Differences. 68, 59-64
Mracek, D. L., Arsenault, M. A., Day, E. A., & Hardy, J. H., III, & Terry, R. A. (2014). A multilevel approach to relating subjective workload to performance after shifts in task demands. Human Factors, 56, 1401-1413
Gibson, C., Hardy, J. H., III, & Buckley, M. R. (2014). Understanding the role of networking in organizations. Career Development International. 19, 146-161
Hughes, M. G., Griffith, J. A., Zeni, T. A., Arsenault, M. L., Cooper, O. D., Johnson, G. J., Hardy, J. H., III, Connelly, S., & Mumford, M. D. (2014). Discrediting in a message board forum: The effects of social support and attacks on expertise and trustworthiness. Journal of Computer Mediated Communication. 19, 325-341