Susan E. Jackson

PROFILE
Distinguished Professor
Unit(s): 
Human Resource Management (HRM)
Education: 
B.A., University of Minnesota
Ph.D., University of California at Berkeley
CONTACT INFO
 848-445-5447
 94 Rockafeller Road, Suite 216, Piscataway, NJ 08854
EXPERTISE
  • Managing for environmental sustainability
  • Work team diversity
  • Strategic human resource management systems

Susan E. Jackson, Ph.D., is a Distinguished Professor of Human Resource Management at the School of Management and Labor Relations at Rutgers, The State University of New Jersey. She received her B.A. in psychology and sociology from the University of Minnesota and her master's and doctoral degrees in organizational and social psychology from the University of California at Berkeley. Her primary areas of expertise for teaching and scholarship include managing for environmental sustainability, work team diversity, and strategic human resource management systems. Learn more here.

She has published more than 150 scholarly articles and chapters on these and related topics, and she is the author or editor of several books, including, Managing Human Resources, 11th edition (with R. Schuler and S. Werner), Managing Knowledge for Sustainable Competitive Advantage (with M. Hitt and A. DeNisi), Managing Human Resources in Cross-Border Alliances (with R. Schuler and Y. Luo), and Diversity in Work Teams. Her newest book (with D. Ones and S. Dilchert), Managing Human Resources in Environmentally Sustainable Organizations, examines how HRM practices are being shaped by business strategies aimed at improving their environmental performance records in response to increasing pressures from employees, customers, and investors. In addition to her university activities, Professor Jackson has been elected to numerous offices in professional societies.

Research Publication Topics:

Recent Work

Environmental Sustainability

Knowledge Management

Strategic HRM

Dynamics of Workforce Diversity

Job Stress and Burnout

Other Topics

The Oxford Handbook of Strategy Implementation
Many strategies fail not because they are improperly formulated but because they are poorly implemented. The Oxford Handbook of Strategy Implementation examines the crucial role of implementation in how business and managerial strategies produce returns. In this wide-ranging collection of essays, leading scholars address governance, resources, human capital, and accounting-based control systems, advancing our understanding of strategy implementation and identifying opportunities for future research on this important process. Of particular interest to HRM scholars are chapters on the topics of The Aging Workforce; Women at the Topic; a Meta-analysis of Links Among HR Practices and Systems, Human Capital and Performance; HRM in the Healthcare Sector; Evidence-based Management at the Bottom of the Pyramid; and Goal-Setting Theory. 

 

Managing Human Resources for Environmental Sustainability

Managing Human Resources for Environmental Sustainability examines how businesses are responding to pressure from governments, customers, and employees alike to adopt environmentally friendly policies and practices, highlighting the central roles played by HRM and HRD professionals. Written by a diverse range of contributors, the book offers perspectives from authors who represent developed and emerging economies, span a variety of industries, and embody a mix of applied and academic backgrounds. This diversity is evident in the book’s case studies that show how environmentally sustainable practices are being implemented in organizations around the world. Chapters span the full range of macro and micro perspectives–including bottom-line impact, a review of legal requirements and political currents, and practical and professional implications of sustainability as a branding element. The environmental sustainability actions of many organizations may have once seemed merely public relations gestures. Now such actions seem more likely to become an organizational way of life, based on profit as well as principles of good governance, undergirded by law.

Managing Human Resources

 

Managing Human Resources, Eleventh Edition, explains how successful companies manage human resources in order to compete effectively in a dynamic, global environment. Long known and respected as a tightly integrated, clear, higher-level text, MANAGING HUMAN RESOURCES, Eleventh Edition, presents strong organizing themes: teams, diversity, global issues, corporate social responsibility/ethics/sustainability, and metrics/analytics. These themes are highlighted in interesting boxed features throughout the eleventh edition. The text also follows an organizational structure that emphasizes the HR Triad (employee, line manager, HR manager) with the understanding that effective human resource management requires mutual understanding and collaboration among HR professionals, managers, and all other employees. New to the eleventh edition is an emphasis on preparation for the PHR/SPHR certification exam. Because organizations differ from each other in so many ways--including their locations, competitive strategies, products and services, and corporate cultures--these experienced authors use many different companies to illustrate how employers address the challenge of managing human resources effectively. This new edition includes examples of companies in many different industries, sizes, and countries.

Global HRM Book Series

 

Global HRM Book Series
Edited and authored by the best and most well known researchers in the field of human resource management (HRM), this series of books offers students accessible coordinated and comprehensive textbooks on global HRM. To be used individually or together these books cover the main bases of the areas, including titles on global alliances, corporations, leadership, legal systems, staffing and compensation systems.
 
For more details on the full series visit: http://www.routledge.com/books/series/global_hrm_SE0692/

Creating Tomorrow's Organizations

 

Creating Tomorrow's Organizations
If the present is almost too complex to understand, how does one think about the future? In reality, our understanding and conceptions of organizations are created by the vision and description of those who lead and study them. This book brings together an inter-disciplinary group of organization scholars who were invited to share their visions and accounts of leading-edge research, concepts and methods.

Diversity In the Workplace: Human Resource Initiatives

 

Diversity In the Workplace: Human Resource Initiatives 
The importance of addressing diversity in the workplace has gained widespread recognition in recent years. Among the forces calling attention to diversity in the workplace are the changing nature of the workforce, globalization of labor and customer markets, and organizational restructuring, such as mergers and joint ventures which bring diverse corporate cultures together. Most firms, however, are only beginning to evaluate and adjust policies that were originally designed for yesterday's more homogeneous workforce. The large-scale organizational changes attracting attention are, for now, the exception to the rule, but they do present examples of what can be accomplished. Toward that end, this volume describes how nine prominent organizations have responded to the challenge. Featuring descriptive case studies from such firms as Xerox, Digital Equipment, Pacific Bell, American Express, Coopers & Lybrand, and Pepsi-Cola International, it covers international diversity and merging corporate cultures, as well as ethnic, gender, and lifestyle differences.

Diversity in Work Teams: Research Paradigms

 

Diversity in Work Teams: Research Paradigms For A Changing Workplace explores how diversity affects one of the most popular management strategies used in business today: the formation of employee work teams. Work teams ideally operate to maximize flexibility, creativity, and productivity in a business environment. Frustrating this effort, however, is the increasing level of diversity found in the American workplace, which often heightens the difficulty of getting people to work together effectively. The authors of this volume argue that organizations must learn to understand and adjust to workplace diversity, because many of the specific assets and liabilities of work teams arise directly out of the diverse talents and perspectives of teams' individual members.

Managing: A Competency Based Approach

 

Managing: A Competency Based Approach and its support package are tailored for use in introductory management classes taught at any level in the university, as well as in junior colleges. Our vision for the tenth edition of Managing: A Competency Based Approach may be conveyed in one word-competencies. Through competencies, students develop understanding, skills, insights, knowledge, judgment, and intuition that enable them to become effective managers. The text is packed with updated and new competency-building features, interesting cases, and intriguing insights. They enable students to experience the excitement of contemporary organizational and managerial concepts, methods, and practices. Real-world examples are brought into the classroom throughout the text. We include fresh, relevant coverage of managers and organizations that will be relevant to students. In keeping with this reality-based perspective, we focus on telling it like it is as well as telling it like it should be. Students will learn from both good and bad applications of methods, practices, and concepts. In addition, we go beyond text presentations by challenging students to develop deeper insights and a portfolio of competencies. That way, students who study this text should come away equipped with enriched competencies, insights that they can use to develop their own competencies, and the confidence they need to develop their own professional potential.

Managing Human Resources in Cross-Border Alliances

 

Managing Human Resources in Cross-Border Alliances

Table of Contents

  1. Managing human resources in cross-border alliances
  2. International joint ventures
  3. Managing human resources in international joint ventures
  4. International mergers and acquisitions
  5. Managing human resources in international mergers and acquisitions
  6. Managing cultural diversity in cross-border alliances
  7. Managing cooperation, control, structure, and exit in cross-border alliances
  8. Cross-border alliances and the HRM profession

Managing Knowledge for Sustained Competitive Advantage

 

Managing Knowledge for Sustained Competitive Advantage
Focusing on the role of knowledge in human capital and human resource management, Managing Knowledge for Sustained Competitive Advantage explains why many scholars believe it is the direction for competition in the future and shows how industrial/organizational psychologists can not only contribute to our understanding of knowledge-based competition but also to the ability of companies to succeed within.

Table of Contents

  1. Introduction: The knowledge-based approach to sustainable competitive advantage
  2. Part Two: Work and organizational designs for knowledge-based competition
  3. Part Three: Staffing organizations for knowledge-based competition
  4. Part Four: Developing and motivating employees for knowledge-based competition
  5. Part Five: Measuring knowledge-based resources
  6. Part Six: Conclusion

Maslach Burnout Inventory Manual

 

Maslach Burnout Inventory Manual
Burnout is a syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment that can occur among individuals who work with people in some capacity. A key aspect of the burnout syndrome is increased feelings of emotional exhaustion--as emotional resources are depleted, workers feel they are no longer able to give of themselves at a psychological level. Another aspect of the burnout syndrome is the development of depersonalization, that is, negative, cynical attitudes and feelings about one's clients. A third aspect of the burnout syndrome, reduced personal accomplishment, refers to the tendency to evaluate oneself negatively, particularly with regard to one's work with clients. Workers may feel unhappy about themselves and dissatisfied with their accomplishments on the job. Now recognized as the leading measure of burnout, the MBI assesses these three aspects of burnout using a short questionnaire. The initial research on the MBI was based on data from the United States and Canada. Subsequent studies have been done in many countries around the work, and the MBI has been translated into various languages. Psychometric studies of the MBI in these different settings have continued to validate the three-dimensional structure of the measure. To learn more about the MBI, contact Mindgarden, Inc.

Selected Research on Work Team Diversity

 

Selected Research on Work Team Diversity
Although much research has focused on the implications of changing workforce demographics for organizations and on characteristics of organizational settings, relatively few studies have been conducted on diversity within work teams. The seven research papers in this book, selected from a conference sponsored by the American Psychological Association, the Center for Creative Leadership, and New York University, expand the current state of knowledge on diverse teams and provide implications for further research and practice.

Strategic Human Resource Management

 

Strategic Human Resource Management, 2nd Edition
The second edition of this popular volume, edited by Randall S. Schuler and Susan E. Jackson, provides management student and senior practitioners with a completely new and updated guide to the latest work in the field. This selection of important and highly readable articles from authors around the world charts key developments that have changed the theory and practice of SHRM over the last six years.

Since the first edition in 1999, there have been two major forces at work in the field of HRM and SHRM:

  • Globalization - Globalization has brought an increase in competition worldwide and has made the effective management of people even more important. Newer organizational forms like international joint ventures and international mergers and acquisitions have resulted. Together these have a huge impact on the fields of HRM and SHRM.
  • Knowledge Management - Associated with globalization and increased competition, is the need for companies to be more knowledgeable in the dynamics of worldwide competition and labor markets, and to manage knowledge more systematically than ever before.