Wisconsin School of Business

Charles (Charlie) Trevor

Associate Professor - Management & Human Resources
Keller Fellow

Charlie O. Trevor is an associate professor and the Keller Fellow in the Department of Management and Human Resources at the Wisconsin School of Business.

His research focuses on the determinants and consequences of employee compensation, and employee turnover, particularly of the employees that companies can least afford to lose.

Charlie’s work has been published in the Academy of Management Journal, World at Work Journal, Journal of Applied Psychology, Research in Personnel and Human Resources Management, Personnel Psychology and Competitiveness Review.

His research on downsizing and turnover rates at 200 companies was awarded the 2009 Scholarly Achievement Award for the best article of the year from the Human Resources Division of the Academy of Management. In “Keeping Your Headcount When All About You Are Losing Theirs: Downsizing, Voluntary Turnover Rates, and the Moderating Role of HR Practices,” Trevor and his co-author, Anthony Nyberg (Ph.D. ’09), found that downsizing can set off an exodus among retained employees that in some cases is much greater than the reduction achieved through the layoffs.

Charlie teaches courses on employee compensation, research methods, and HR systems.

He received his Ph.D. in industrial and labor relations from Cornell University.
 

Selected Published Journal Articles


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.
Hausknecht, J., & Trevor, C. (2011). Collective turnover at the group, unit, and organizational levels: Evidence, issues, and implications. Journal of Management (37), 352-388. doi: 10.1177/0149206310383910.
Nyberg, A., & Trevor, C. (2009). After Layoffs, Help Survivors Be More Effective. Harvard Business Review (87), 15.
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.
Trevor, C., & Nyberg, A. (2008). Keeping Your Headcount When All About You are Losing Theirs: Downsizing, Voluntary Turnover Rates, and HR Practices. Academy of Management Journal (51), 259-276. doi: 10.5465/AMJ.2008.31767250.
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.

Presentations


Academy of Management ( 2010 ) Employee Performance as a Function of an Integrative Pay-for-Performance Framework


Undergraduate Courses


Negotiations
Course DescriptionTheory and practice of negotiations.
(MHR 628 Section 1), Fall 2011.

Negotiations
Course DescriptionTheory and practice of negotiations.
(MHR 628 Section 2), Fall 2011.

Negotiations
Course DescriptionTheory and practice of negotiations.
(MHR 628 Section 30), Fall 2011.

Negotiations (MHR 628 Section 001), Fall 2012.

Negotiations (MHR 628 Section 002), Fall 2012.

Negotiations (MHR 628 Section 030), Fall 2012.

Negotiations (Kohls) (MHR 628), Fall 2012.

Compensation: Theory & Adm
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MHR 610 Section 1), Spring 2009.

Compensation: Theory and Administration
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MNG 610), Fall 2001.

Compensation: Theory and Administration
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MHR 610), Fall 2002.

Compensation: Theory and Administration
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MNG 610), Spring 2002.

Compensation: Theory and Administration
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MHR 610), Fall 2003.

Compensation: Theory and Administration
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MNG 610), Spring 2001.

Compensation: Theory and Administration (MHR 610), Fall 2005.

Compensation: Theory & Adm
Course DescriptionDeterminants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MHR 610 Section 1), Spring 2010.

Employee Compensation
Course Description Determinants of wage levels, wage structures and individual wages; analysis of the impact of wages on individual attitudes and decisions to participate and perform in organizations.
(MHR 610 Section 1), Fall 2007.

Seminar:Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471 Section 1), Spring 2009.

Seminar: Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471), Fall 2002.

Seminar: Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471), Spring 2004.

Seminar: Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471), Spring 2005.

Seminar: Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471), Fall 2005.

Seminar:Human Resources Issues
Course DescriptionAnalysis and discussion of selected issues in human resource management.
(MHR 471 Section 1), Spring 2008.



Graduate Courses


Rsch Meth-Management I
Course Description(First of a two-course sequence; may be taken as a single course.) Review and critique of published research with focus on the improvement of method. Ethics, theory and research, generating testable theory, reliability, validity, operationalization, measurement and scaling, and surveys.
(MHR 835 Section 1), Fall 2008.

Research Methods in Management I
Course Description(First of a two-course sequence; may be taken as a single course.) Review and critique of published research with focus on the improvement of method. Ethics, theory and research, generating testable theory, reliability, validity, operationalization, measurement and scaling, and surveys.
(MHR 835), Fall 2005.

Rsch Meth-Management I
Course Description(First of a two-course sequence; may be taken as a single course.) Review and critique of published research with focus on the improvement of method. Ethics, theory and research, generating testable theory, reliability, validity, operationalization, measurement and scaling, and surveys.
(MHR 835 Section 1), Fall 2009.

Rsch Meth-Management I
Course Description(First of a two-course sequence; may be taken as a single course.) Review and critique of published research with focus on the improvement of method. Ethics, theory and research, generating testable theory, reliability, validity, operationalization, measurement and scaling, and surveys.
(MHR 835 Section 1), Fall 2010.

Research Methods
Course Description(First of a two-course sequence; may be taken as a single course.) Review and critique of published research with focus on the improvement of method. Ethics, theory and research, generating testable theory, reliability, validity, operationalization, measurement and scaling, and surveys.
(MHR 835 Section 1), Fall 2007.



Learning/Teaching Oriented Publications


Gerhart, B., & Trevor, C. (2008). Merit Pay. Performance Management Systems: A Global Perspective

Photograph of Charles Trevor

Charles (Charlie) Trevor

 
Associate Professor | Management & Human Resources
Keller Fellow
(608) 262-7920
4113C Grainger Hall