This line of research explores how organizations can effectively manage their employees in modern organizations by promoting appropriate supervisor behaviors. In particular, I examine how organizations can strategically create effective human resource management practices and how managers can increase their legitimacy and influence in modern organizations.
Projects in this area
- Raveendhran, R. & Mayer, K.J. Managing Knowledge Workers: A Competence-based Framework (stage: preparing manuscript; target: Academy of Management Review).
This paper pertains to how organizations can create effective supervisory structures and promote appropriate supervisor behaviors to manage employees who work in technology-intensive environments. Co-author Kyle Mayer and I develop theory about the effective management of human capital in knowledge-based settings.
- Raveendhran, R., Wakslak, C.J., & Mayer, K. (Micro) Manager or (Detail-oriented) Leader? Micromanagement and Perceptions of Power-Holders’ Fit for Leadership Roles. (stage: finalizing manuscript; target: Organization Science).
*Featured in the Financial Times (UK)
In this paper, co-authors Cheryl Wakslak, Kyle Mayer and I examine how managers’ behaviors are perceived by other organizational actors and the consequences of such perceptions for managers’ legitimacy in the workplace. We explore these issues in the context of micromanagement, a commonly occurring but largely understudied organizational phenomenon.
- Raveendhran, R., Tost, L.P., & Wakslak, C.J. Making Sense of Social Influence Behaviors in Organizations (stage: theory development)
This paper, which is still early in its development, pertains to understanding how organizational actors make sense of and react to supervisors’ behaviors that can be perceived as social influence. In this paper, co-authors Leigh Tost, Cheryl Wakslak and I develop a theory of the process by which people psychologically respond to influence attempts.