Stirek Professor of Management and Associate Dean for Research
Management

Jay Hardy

Overview
Overview
Publications

Overview

Biography

Dr. Jay Hardy is the Associate Dean for Research and Stirek Professor of Management in Oregon State University’s College of Business. In his role as ADR, he 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. An organizational scientist, his research examines learning and adaptation at work, curiosity and self-regulation, selection and retention, and methods that improve cumulative science. His work appears in leading outlets, including the Journal of Applied Psychology, Journal of Management, Organizational Behavior and Human Decision Processes, and Personnel Psychology. Dr. Hardy was selected as an incoming Associate Editor for the Journal of Applied Psychology and has received multiple recognitions and awards for his scholarship, reviewing, and teaching. 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. 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)

Career Interests

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.

Publications

Academic Journal
Management

“Bias in context: Small biases in hiring evaluations have big consequences.”

It is widely acknowledged that subgroup bias can influence hiring evaluations. However, the notion that bias still threatens equitable hiring outcomes in modern employment contexts continues to be debated, even among organizational scholars. In this study, we sought to contextualize this debate by estimating the practical impact of bias on real-world hiring outcomes (a) across a wide range of hiring scenarios and (b) in the presence of diversity-oriented staffing practices. Toward this end, we conducted a targeted meta-analysis of recent hiring experiments that manipulated both candidate gender and qualifications to couch our investigation within ongoing debates surrounding the impact of small amounts of bias in otherwise meritocratic hiring contexts. Consistent with prior research, we found evidence of small gender bias effects (d = −0.30) and large qualification effects (d = 1.61) on hiring managers’ evaluations of candidate hireability. We then used these values to inform the starting parameters of a large-scale computer simulation designed to model conventional processes by which candidates are recruited, evaluated, and selected for open positions. Collectively, our simulation findings empirically substantiate assertions that even seemingly trivial amounts of subgroup bias can produce practically significant rates of hiring discrimination and productivity loss. Furthermore, we found contextual factors can alter but cannot obviate the consequences of biased evaluations,
Details
Academic Journal
Management