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Todd J. Maurer

Associate Dean for Research Strategy    
Education

Ph.D., University of Akron
M.A., University of Akron
B.S., University of Pittsburgh

Specializations

Organizational behavior
Human resource management
Employee & leadership development

Biography

Professor Maurer’s interests and expertise are within organizational behavior and human resource management, with much of his recent work addressing employee and leader development. Research that he has conducted has been supported by a variety of sponsors, including the National Science Foundation, the National Institutes of Health, the U.S. Army Research Institute, the SHRM Foundation, and the Society for Industrial and Organizational Psychology (SIOP). He has also worked with a variety of organizations such as BellSouth, Sprint, Georgia-Pacific, Brown and Williamson, King and Spalding, Chick-fil-A, The City of Atlanta, and the U.S. Army Chief of Staff Strategic Studies Group, as examples.

He is a past winner of the “Outstanding Human Resource Development Scholar Award” from the Academy of Human Resource Development for having “demonstrated a continuing record of scholarly productivity and influence in the profession.” He was elected to fellow of the American Psychological Association and also the Society for Industrial and Organizational Psychology for “outstanding and unusual contributions to the field.” He has also served as a senior consortium research fellow in relation to the Department of Defense. According to a previously published survey, Professor Maurer has been listed among the most productive researchers published in premier journals of his field. He has served on the editorial boards of leading applied psychology and management journals.

His teaching at the undergraduate, master’s, executive doctorate, and Ph.D. levels has included courses on enhancing leadership skills, leadership to create human value, career-relevant learning and development, employee/career development interventions and processes, human resource recruitment and selection, human individual differences, and personnel psychology.

Professor Maurer led the Department of Managerial Sciences from 2004 to 2011 as department chair, and worked to enhance productivity, strengthen infrastructure and support for research, and enhance external funds coming into the department and college. From 2004 to 2015 he was the director of a multidisciplinary institute, the Beebe Institute of Personnel and Employment Relations. He established a GSU Panther PAW (People at Work) research group involving multiple disciplinary connections across the college of business, facilitating cross-department interaction, idea generation and sharing. Presently he is a professor and Robinson’s associate dean responsible for providing leadership around the college’s research mission.

Publications
  • Maurer, T. & London, M. (2015). From individual contributor to leader: A role identity shift framework for leader development within innovative organizations. Journal of Management.
    doi:10.1177/0149206315614372
  • Maurer, T. & Chapman, E. (2013). Ten years of career success in relation to individual and situational variables from the employee development literature. Journal of Vocational Behavior, 83, 450-465.
  • Maurer, T. & Weiss, E. (2010). Continuous learning skill demands: Associations with managerial job content, age, and experience. Journal of Business and Psychology. 25, 1-13.
  • Maurer, T. & Solamon, J. (2006). The science and practice of a structured employment interview coaching program. Personnel Psychology. 59(2), 433-456.
  • Maurer, T, Weiss, M, & Barbeite, F. (2003). A model of involvement in work-related learning and development activity: The effects of individual, situational, motivational and age variables. Journal of Applied Psychology, 88(4), 707-724.
  • Maurer, T., Pierce, H. & Shore, L. (2002). Perceived beneficiary of employee development activity: A three-dimensional social exchange model. Academy of Management Review, 27(3), 432-444.
  • Maurer, T. (2001). Career-relevant learning and development, worker age, and beliefs about self-efficacy for development. Journal of Management, 27, 123-140.