Articlegreen2021

Research productivity of management faculty: job demands-resources approach

Chet E. Barney · Brent B. Clark · Serge P. da Motta Veiga

15 citations0/0 files storedCareer Development International

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Research, Science, and Academia Higher Education Governance and Development Job Satisfaction and Organizational Behavior

Abstract

Purpose The main purpose of this study was to examine which job resources are most valuable for research productivity, depending on varying teaching demands. Design/methodology/approach Data was collected from 324 management faculty at research, balanced and teaching (i.e. respectively low-, moderate- and high-teaching demands) public universities in the United States. Findings Results showed that no single job resource predicted research productivity across all three types of schools. At research schools (i.e. low-teaching demands), productivity was positively associated with job resources including summer compensation, level of protection for untenured faculty and number of research assistant hours, while negatively associated with travel funding. At balanced schools (i.e. moderate-teaching demands), research output was positively associated with time allocated to research, grant money, travel funding and conference attendance, while negatively associated with amount of consulting hours. At teaching schools (i.e. high-teaching demands), the only significant resource was time allocated to research. Practical implications This paper can help management faculty and business school leaders understand what resources are most appropriate given the teaching demands associated with the specific institution, and by further helping these institutions attract and retain the best possible faculty. Originality/value This study extends prior work on academic research performance by identifying resources that can help faculty publish given different levels of teaching demands. This is important as teaching demands tend to be relatively stable within an institution, while they can vary greatly across types of institutions.

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References

2001The job demands-resources model of burnout.2007The Job Demands‐Resources model: state of the art 2004Job demands, job resources, and their relationship with burnout and engagement: a multi‐sample study 2016Job demands–resources theory: Taking stock and looking forward.2005CONSEQUENCES OF INDIVIDUALS' FIT AT WORK: A META‐ANALYSIS OF PERSON–JOB, PERSON–ORGANIZATION, PERSON–GROUP, AND PERSON–SUPERVISOR FIT 1987THE PEOPLE MAKE THE PLACE 2007The role of personal resources in the job demands-resources model.2010Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.

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