Jay Hardy

541-737-3016

jay.hardy@oregonstate.edu

Faculty

Jay Hardy

Overview

Publications

Overview

Credentials

B.S. in Psychology with a minor in Business from Colorado State University ('09)

Career Interests

Dr. Jay Hardy is the Associate Dean for Research for the College of Business at Oregon State University. In this role, Dr. Hardy oversees research initiatives within the College of Business at Oregon State University, striving to enhance the research environment for both faculty and students. Dr. Hardy represents the college in the research mission of the college in university committees and works closely with various stakeholders to align the college's research objectives with broader university goals. The commitment to fostering a rich, interdisciplinary research landscape enables the College of Business to contribute meaningfully to the advancement of knowledge within various Business Disciplines and Design.

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 learning and systematic bias in the workplace. His research has been published in the Journal of Applied Psychology, Personnel Psychology, Journal of Management, Journal of Experimental Social Psychology, Organizational Behavior and Human Decision Processes, and Human Resource Management Review, among others.

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

“A creative destruction approach to replication: Implicit work and sex morality across cultures”

Details

2021 Warren Tierney Jay Hardy Charlie Ebersole Dominique Viganola Elena Clemente Michael Gordan Suzanne Hoogeveen Julia Haaf Anna Dreber Magnus Johannesson Thomas Pfeiffer Jason Huang Leigh Vaughn Kenneth DeMarree Eric Igou Hanah Chapman Ana Gantman Matthew Vanaman Jordan Wylie Justin Storbeck Michael Andreychik Jon McPhetres Culture and Work Morality Forecasting Collaboration Eric Uhlmann View on: Google Scholar