Wisconsin School of Business

Barry Gerhart

Professor - Management & Human Resources
Bruce Ellig Distinguished Chair in Pay & Org Effectiveness

Barry Gerhart is a professor and former Chair of the Department of Management and Human Resources at the Wisconsin School of Business. He holds the Bruce R. Ellig Distinguished Chair in Pay and Organizational Effectiveness. His research interests include compensation, human resource management, staffing, and international management.

Gerhart is widely recognized for his research. In 2013, he was inducted as a Fellow of the Academy of Management (AOM), an honor received by roughly one percent of current AOM members. In 2012, he received the Herbert Heneman Jr. Career Achievement Award from the Academy of Management, Human Resources (HR) Division. He has also received the Scholarly Achievement Award (best article), International Scholarly Achievement Award (best international article) and Outstanding Paper Award (best convention paper) from the HR Division. Other honors include being named a Fellow of the American Psychological Association and the Outstanding Author Contribution Award for his article in Research in Personnel and Human Resources Management. According to a study published in the Journal of Management, Gerhart was among the top one percent of most-cited authors in the field of management.

Gerhart’s work has been published in the Academy of Management Journal, Journal of Applied Psychology, Personnel Psychology, and other leading journals. He has co-authored several books in the areas of human resources and compensation and contributed chapters in several leading books in the field. He serves on the editorial boards of the Academy of Management Journal, Industrial and Labor Relations Review, International Journal of Human Resource Management, Journal of Applied Psychology, Journal of World Business, Management and Organization Review, and Personnel Psychology. Previously, he served as Chair of the Department of Human Resource Studies at Cornell and as Area Coordinator for Organization Studies at Vanderbilt.

He earned his Ph.D. in industrial relations from the University of Wisconsin-Madison and his B.S. in psychology from Bowling Green State University.
 

Selected Accepted Journal Articles


Gerhart, B., & Fang, M. (2014). Pay, Intrinsic Motivation, Extrinsic Motivation, Performance, and Creativity (in the Workplace): Revisiting Long-held Beliefs and Moving Forward. Annual Review of Organizational Psychology and Organizational Behavior

Selected Published Journal Articles


Gerhart, B., & Fang, M. (2014). Pay for (Individual) Performance: Issues, Claims, Evidence and the Role of Sorting Effects. Human Resource Management Review
Gerhart, B. (2013). Research on Human Resources and Effectiveness: Some Methodological Challenges. HRM and Performance: Achievements and Challenges
Weller, I., & Gerhart, B. (2012). Empirical Research Issues in Comparative HRM. Handbook of Research in Comparative Human Resource Management
Trevor, C., Reilly, G., & Gerhart, B. (2012). Reconsidering Pay Dispersion’s Effect on the Performance of Interdependent Work: Reconciling Sorting and Pay Inequality.
Article AbstractPay dispersion in interdependent work settings is virtually universally argued to be detrimental to performance. We contend, however, that these arguments often confound inequality with inequity, thereby overestimating inequity concerns. Consequently, we adopt a sorting (attraction and retention) perspective to differentiate between pay dispersion that is used to secure valued employee inputs and pay dispersion that is not. We find that the former is positively related to interdependent team performance, the latter has no effect or is detrimental, and the approach itself helps to reconcile the pay dispersion literature’s disparate results. Curvilinearity tests reveal potential constraints on the sorting argument.
Academy of Management Journal (55), 585-610. doi: 10.5465/amj.2006.0127.
Gerhart, B. (2012). Construct validity, causality, and policy recommendations: The case of high performance work practices systems. Human Resource Management Review (22), 157-160. doi: 10.1016/j.hrmr.2011.12.002.
Fang, M., & Gerhart, B. (2012). Does Pay for Performance Diminish Intrinsic Interest? A Workplace Test Using Cognitive Evaluation Theory and the Attraction-Selection-Attrition Model. International Journal of Human Resource Management (23), 1176-1196. doi: 10.1080/09585192.2011.561227.
Gerhart, B. (2010). Compensation. Sage Handbook of Human Resource Management
Gerhart, B., Nyberg, A., Fulmer, I., & Carpenter, M. (2010). Agency Theory Revisited: CEO Returns and Shareholder Interest Alignment.
Article AbstractAgency theory suggests that there may be managerial mischief when the interests of owners and managers (agents) diverge; one possible solution to this agency problem is the alignment of owner and agent interests through agent compensation and equity ownership. We develop the theoretical concept of CEO returns, and empirically estimate the magnitude of financial alignment, as measured by the relationship between CEO returns and shareholder returns. Our results, based on this new conceptualization and corresponding measurement, suggest stronger alignment than reported in previous work. We find that the magnitude of this alignment relationship plays a positive role in predicting subsequent firm performance; however, it does so in ways not clearly articulated or tested in prior CEO compensation research.
Academy of Management Journal (53), 1029-1049. doi: 10.5465/AMJ.2010.54533188.
Gerhart, B., Rynes, S., & Fulmer, I. (2009). Pay and Performance: Individuals, Groups, and Executives. Academy of Management Annals (3), 251-315. doi: 10.1080/19416520903047269.
Gerhart, B. (2009). Does National Culture Constrain Organization Culture and Human Resource Strategy? The Role of Individual Mechanisms and Implications for Employee Selection. Research in Personnel and Human Resources Management (28), 1-48. doi: 10.1108/S0742-7301(2009)0000028004.
Gerhart, B. (2009). How Much Does National Culture Constrain Organizational Culture?.
Article AbstractThe assumption of strategy approaches like the resource based view is that, despite environmental constraints, ample room remains for organizations to differentiate on the basis of organizational culture (together with related human resource practices) to achieve sustained competitive advantage. In contrast, other perspectives assume that management practice and organizational culture mirror, or are constrained by, national culture. To the degree that such a constraint exists, within-country variance in culture should be small and between-country variance large. In statistical terms, the first question is: what is the magnitude of the effect size for country? The larger the effect, the more likely it is a constraint. Second, what portion of the country effect size is due to differences in national culture? My review finds that most of the variance in organizational cultures is not explained by country; of the variance that is explained by country, only a minority is due to national culture differences. As such, there may be more room for organizational differentiation than typically recognized. Third, under what circumstances will country and national culture effects be larger or smaller? I present a model suggesting more room for differentiation in countries having greater individual level variance in cultural values and related variables.
Management and Organization Review (5), 241-259. doi: 10.1111/j.1740-8784.2008.00117.x.
Gerhart, B. (2008). Cross-Cultural Management Research: Assumptions, Evidence, and Suggested Directions. International Journal of Cross Cultural Management (8), 259-274. doi: 10.1177/1470595808096669.
Gerhart, B. (2008). Compensation and National Culture. Global Compensation: Foundations and Perspectives
Gerhart, B. (2008). Review Essay: The Growth of International Human Resource Management. International Journal of Human Resource Management (19), 1989-1994. doi: 10.1080/09585190802324452.
Lee, T., Gerhart, B., Weller, I., & Trevor, C. (2008). Understanding Voluntary Turnover: Path-Specific Job Satisfaction Effects and the Importance of Unsolicited Job Offers.
Article AbstractIn response to traditional approaches' limited success in explaining voluntary turnover, we explored a paradigmatic shift in turnover research. Using a large national sample, we found we could more successfully model voluntary turnover by recognizing that job (dis)satisfaction and ease of movement importance depend on the group of leavers being studied. For example, ongoing job satisfaction had smaller effects for turnover driven by certain shocks (unsolicited job offers and family-related reasons), which accounted for 40 percent of all quits. Moreover, the prevalence of unsolicited job offers may necessitate rethinking the role of ease of movement in turnover decisions.
Academy of Management Journal (51), 651-671. doi: 10.5465/AMR.2008.33665124.
Gerhart, B. (2007). Horizontal and Vertical Fit in Human Resource Systems. Perspectives on Organizational Fit
Gerhart, B. (2007). Modeling Human Resource Management—Performance Linkages.
Article AbstractModeling Human Resource Management - Performance Linkage
Handbook of Human Resources Management
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2007). Essentials of Human Resource Management.
Gerhart, B. (2005). The (Affective) Dispositional Approach to Job Satisfaction: Sorting Out the Policy Implications. Journal of Organizational Behavior (26), 79-97. doi: 10.1002/job.298.
Rynes, S., Gerhart, B., & Parks, L. (2005). Personnel Psychology: Performance Evaluation and Pay-for-Performance. Annual Review of Psychology (56), 571-600. doi: 10.1146/annurev.psych.56.091103.070254.
Gerhart, B. (2005). Human Resources and Business Performance: Findings, Unanswered Questions, and an Alternative Approach. Management Revue: The International Review of Management Studies (16), 175-185.
Gerhart, B., & Fang, M. (2005). National Culture and Human Resource Management: Assumptions and Evidence. International Journal of Human Resource Management (16), 975-990. doi: 10.1080/09585190500120772.
Rynes, S., Gerhart, B., & Minette, K. (2004). The Importance of Pay in Employee Motivation: Discrepancies between What People Do and What They Say. Human Resource Management (43), 381-394. doi: 10.1002/hrm.20031.
Fulmer, I., Gerhart, B., & Scott, K. (2003). Are the 100 Best Better? An Empirical Investigation of the Relationship Between Being a "Great Place to Work" and Firm Performance. Personnel Psychology (56), 965-993. doi: 10.1111/j.1744-6570.2003.tb00246.x.
Sturman, M., Trevor, C., Boudreau, J., & Gerhart, B. (2003). Is It Worth It to Win the Talent War? Evaluating the Utility of Performance-Based Pay. Personnel Psychology (56), 997-1035. doi: 10.1111/j.1744-6570.2003.tb00248.x.
Sturman, M., Trevor, C., Bourdreau, J., & Gerhart, B. (2003). Is it worth it to win the talent war? Using turnover research to evaluate the utility of performance-based pay. Personnel Psychology (56), 997-1035. doi: 10.1111/j.1744-6570.2003.tb00248.x.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2003). Human Resource Management: Gaining a Competitive Advantage.
Article AbstractAustrailian edition
Wright, P., Gardner, T., Moynihan, L., Park, H., Gerhart, B., & Delery, J. (2001). Measurement Error in Research on Human Resources and Firm Performance: Additional Data and Suggestions for Future Research. Personnel Psychology (54), 875-901. doi: 10.1111/j.1744-6570.2001.tb00235.x.
Gerhart, B. (2001). The Executive Handbook on Compensation.
Gerhart, B., Wright, P., McMahan, G., & Snell, S. (2000). Measurement Error in Research on Human Resources and Firm Performance: How Much Error Is there and How Does it Influence Effect Size Estimates?. Personnel Psychology (53), 803-834. doi: 10.1111/j.1744-6570.2000.tb02418.x.
Gerhart, B. (2000). Compensation in Organizations.

Practitioner-Oriented Publications


Ledford, G., Gerhart, B., & Fang, M. (2013). Negative Effects of Extrinsic Rewards on Intrinsic Motivation: More Smoke Than Fire. WorldatWork Journal (22), 17-29.
Gerhart, B. (2004). Human Resource Management
Wright, P., McMahan, G., Snell, S., & Gerhart, B. (2001). Comparing Line and HR Executives' Perceptions of HR Effectiveness: Services, Roles, and Contributions. Human Resource Management Journal (40), 111-124. doi: 10.1002/hrm.1002.

Presentations


( 2013 ) The Relationship between High Performance Work Practice Systems and Business Performance: How Much Does Country Matter (and why?)

Total Rewards Conference ( 2013 ) Fantasy and Reality in Academic Research on Rewards: Intrinsic Motivation.

Total Rewards Conference ( 2013 ) The Case for Differentiating Pay for Performance.

( 2012 ) Assessing Mediation in Management Research.

( 2012 ) National Culture and People Management: Claims and Evidence.

( 2012 ) National Culture and People Management: Claims and Evidence.

( 2011 ) Does the Relationship between Human Resources and Business Performance Differ across Countries?

( 2011 ) National Culture and People Management: Claims and Evidence

Academy of Management ( 2011 ) How much does Country matter? A Meta-Analysis of the HPWP Systems-Business Performance Relationship.

Academy of Management ( 2010 ) Comparative Human Resource Management - Current Status and Future Developments

Academy of Management ( 2010 ) Comparing the Predictive Power of National Culture Distance Measures: Hofstede Versus Project GLOBE

International Association of Chinese Management Research ( 2010 ) International Management and Strategic Human Resource Management

( 2010 ) National Culture and People Management: Claims and Evidence

Academy of Management ( 2009 ) The Sustainable Teaching of Human Resource Management in Multinational Enterprises

The 2008 Ludwig-Erhard-Professor Lecture ( 2008 ) Does National Culture Constrain Human Resource Management?

Seminar Series ( 2006 ) Context, Culture, and People Management: Claims and Evidence

The 2006 Derber Lecture ( 2006 ) National Culture as a Constraint on People Management: Claims and Evidence

Australia and New Zealand Academy of Management ( 2005 ) Context, Culture, and People Management: Claims and Evidence

( 2004 ) Research on Human Resources and Effectiveness: Selected Methodological Challenges


Undergraduate Courses


Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MNG 305), Fall 2001.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MNG 305), Spring 2001.



Graduate Courses


Reading & Research
Course DescriptionIndividual work suited to the needs of Ph.D. students may be arranged both during regular sessions and during the intersession periods.
(MHR 999 Section 1), Spring 2007.

Doctoral Rsch Smr in Mgmt
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975 Section 1), Spring 2009.

Doctoral Research Seminar in Management
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MNG 975), Fall 2001.

Doctoral Research Seminar in Management
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975), Fall 2002.

Doctoral Research Seminar in Management
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975), Fall 2003.

Doctoral Research Seminar in Management
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975), Fall 2004.

Doctoral Research Seminar in Management
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975), Fall 2006.

Doctoral Research Seminar in M
Course DescriptionSeminar for Ph.D. candidates majoring in management and at or near the doctoral thesis stage. Focus: Assisting the student in working through the conceptualization and design of a thesis topic.
(MHR 975 Section 1), Spring 2011.

Research Methods (MHR 975), Spring 2013.

Seminar-Personnel Management
Course DescriptionStudy and evaluation of merging issues in the field of personnel management. Extensive reading of appropriate literature together with analysis, reports and discussions.
(MNG 871), Spring 2001.

Smr-Personnel Management
Course DescriptionStudy and evaluation of merging issues in the field of personnel management. Extensive reading of appropriate literature together with analysis, reports and discussions.
(MHR 871 Section 1), Spring 2010.

Contemporary Topics (MHR 765), Spring 2006.

Human Resource Management (MHR 705), Fall 2012.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR 705 Section 1), Spring 2007.

Human Resource Management (MHR 705 Section 1), Fall 2007.



Combined Undergraduate & Graduate Courses


Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705 Section 3), Fall 2008.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MNG/MNG 305/705), Spring 2002.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305), Fall 2003.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705), Fall 2004.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705), Spring 2004.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705), Spring 2005.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305), Fall 2005.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305), Spring 2006.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705 Section 3), Fall 2009.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 305/705), Fall 2006.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305 Section 3), Fall 2010.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305 Section 3), Spring 2007.

Human Resource Management
Course DescriptionPolicies and practices; principles and techniques applicable to problems such as employee staffing, training, labor relations, wages, comunications, etc.
(MHR/MHR 705/305 Section 3), Fall 2007.



Learning/Teaching Oriented Publications


Milkovich, G., Newman, J., & Gerhart, B. (2013). Compensation.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2013). Fundamentals of Human Resource Management.
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2012). Human Resource Management: Gaining a Competitive Advantage (6th edition).
Article Abstractalso published in Chinese
Gerhart, B., & Trevor, C. (2008). Merit Pay. Performance Management Systems: A Global Perspective

Editorial and Reviewing Activities


Journal of World Business - Since January 2012
Editorial Board Member

Management and Organization Review - Since January 2011
Editorial Board Member

Journal of Applied Psychology - Since December 2007
Editorial Board Member

Management Revue - Since January 2004
Editorial Board Member

Academy of Management Journal - Since January 2002
Editorial Board Member

The International Journal of Human Resource Management - Since January 1998
Editorial Board Member

Personnel Psychology - Since January 1996
Editorial Board Member

Industrial and Labor Relations Review - Since January 1994
Editorial Board Member


Photograph of Barry Gerhart

Barry Gerhart

 
Professor | Management & Human Resources
Bruce Ellig Distinguished Chair in Pay & Org Effectiveness
(608) 262-3895
4194 Grainger Hall