Resume

• 1985

  Universidad Complutense de Madrid

  Bachelor's degree/Licenciado

  Psychology

  University of South Florida

  Master's degree

  Industrial/Organizational Psychology

  Ph.D.

  Industrial Organizational Psy.

  Universidad Carlos III de Madrid

• 8

  The buffering effects of supervisor support on the stressor–strain relationship have proven elusive in prior research (Beehr

  Farmer

  Glazer

  Gudanowski and Nair (2003)

  ‘The Enigma of Social Support and Occupational Stress: Source Congruence and Gender Role Effects

  ’ Journal of Occupational and Health Psychology

  220–231). We built on emerging work on source congruence and conservation of resource theory to test a series of hypotheses intended to clarify these mixed findings. Using a sample of 768 employees from 45 organizations in North America

  results from moderated regression analyses

  showed that the effects of supervisor support on the stressor–strain relationship depended on source congruence. In accordance with our predictions

  although we found buffering effects for the physical stressors–strain relationship

  we found a reverse buffering effect for the role conflict–strain relationship. These differential buffering effects did not emerge when considering coworker support. We discuss the implications of our results for shedding light on the mixed evidence regarding buffering work stressors reported in prior research.

  Supervisor and coworker support: a source congruence approach to buffering role conflict and physical stressors

  First chapter on job analysis ever published in the Annual Review

  The rise and fall of job analysis and the future of work analysis

  A quasi-experiment was conducted to investigate the effects of frame-of-reference training on the quality of competency modeling ratings made by consultants. Human resources consultants from a large consulting firm were randomly assigned to either a training or a control condition. The discriminant validity

  interrater reliability

  and accuracy of the competency ratings were significantly higher in the training group than in the control group. Further

  the discriminant validity and interrater reliability of competency inferences were highest among an additional group of trained consultants who also had competency modeling experience. Together

  these results suggest that procedural interventions such as rater training can significantly enhance the quality of competency modeling.

  Can training improve the quality of inferences made by raters in competency modeling? A quasi-experiment.

  Juan I.

  Sanchez

  Ph.D.

  Florida Int'l University

  Professor of Management and International Business and Knight-Ridder Byron Harless Eminent Chair of Management at Florida International University. He has served as an elected member of the Academy of Management's Human Resource Division Executive Committee. He is a Fellow of the Society for Industrial and Organizational Psychology and the American Psychological Association. His research has received awards from the International Personnel Management Association and the National Society for Performance and Instruction. He currently serves in the advisory boards of the HRMC and SkillsNet corporations

  in the U.S. State Department’s Board of Examiners of the Foreign Service

  and in the Social Security Administration’s Occupational Info Development Advisory Panel. He has published numerous book chapters and approximately 100 articles in high-impact refereed journals such as the Academy of Management Journal

  the Academy of Management Executive

  the Journal of Applied Psychology

  the Journal of Organizational Behavior

  Personnel Psychology

  the Journal of Occupational and Organizational Psychology

  Group and Organization Management

  the Journal of Vocational Behavior

  the Journal of Quality Management

  the Journal of Business and Psychology

  Educational and Psychological Measurement

  and Human Resources Management Review

  among many others. He has served as associate editor for the Journal of Occupational and Organizational Psychology

  and on the editorial boards of the Journal of Applied Psychology

  Personnel Psychology

  Group and Organization Management

  and the International Journal of Selection and Assessment. Professor Sanchez occasionally serves as an expert witness in cases involving human resource management disputes. A consultant to organizations in the U.S.

  Latin America

  and Europe

  including the three National Academy of Sciences panels

  the FAA

  the U.S. Army

  the U.S. Department of Labor

  and the Veterans Administration.

  Florida Int'l University

• Organizational Effectiveness

  Conflict Resolution

  Career Development

  Competency Modeling

  Personnel Management

  Recruiting

  Leadership

  Human Resources

  Organizational Development

  Job Analysis

  Talent Management

  Management

  Research

  Staff Development

  Employee Relations

  Performance Management

  Leadership Development

  Executive Coaching

  Organizational Behavior

  Deferred Compensation

  The Microfoundations of Global Innovation: Disrupting the Balance Between Centripetal and Centrifugal Forces

  The Microfoundations of Global Innovation: Disrupting the Balance Between Centripetal and Centrifugal Forces

  When employees perform poorly

  they should seek feedback from managers. In return

  managers should give constructive feedback to employees

  so that they can improve their performance. However

  this kind of meaningful exchange about employee performance is often precluded by managers themselves. Some managers have an overly supportive style and feel uncomfortable giving negative feedback. Other managers are intolerant of failure and react harshly to feedback-seeking from poor performers. This causes employees to stop asking for feedback or even to avoid discussing performance with their managers entirely. Some employees

  such as those who generally fear negative feedback

  will be more likely than others to avoid feedback from their managers

  even though it might be helpful. Others will be reluctant to seek feedback because of the potential cost of being perceived as incompetent. These actions of employees and managers can mutually instigate and reinforce one another

  creating a vacuum of meaningful exchanges about poor performance. We refer to this phenomenon as the feedback gap. We propose a get-well plan that offers concrete guidelines so that managers can narrow the feedback gap. Our prescription stimulates managers to view feedback about poor performance as a learning opportunity

  rather than as a chance to blame others.

  Are your employees avoiding you? Managerial strategies for closing the feedback gap

  My co-authors and I demonstrate how competency modeling can reach outside of the HR unit and help disseminate corporate strategy throughout the organization. This study illustrates how competency models translate corporate strategy into everyday employee behavior.

  Competency modeling: A theoretical and empirical examination of the strategy dissemination process

  Very fortunate: Only faculty member who appeared as a 1st author in an Annual Review article while at FIU in the history of FIU

  and now a second Annual Review article on cross-cultural management research.

  Methodological and Substantive Issues in Conducting Multinational and Cross-Cultural Research

  What is (or should be) the difference between traditional job analysis and competency modeling?

  Despite the rising popularity of the practice of competency modeling

  research on competency modeling has lagged behind. This study begins to close this practice–science gap through 3 studies (1 lab study and 2 field studies)

  which employ generalizability analysis to shed light on (a) the quality of inferences made in competency modeling and (b) the effects of incorporating elements of traditional job analysis into competency modeling to raise the quality of competency inferences. Study 1 showed that competency modeling resulted in poor interrater reliability and poor between-job discriminant validity amongst inexperienced raters. In contrast

  Study 2 suggested that the quality of competency inferences was higher among a variety of job experts in a real organization. Finally

  Study 3 showed that blending competency modeling efforts and task-related information increased both interrater reliability among SMEs and their ability to discriminate among jobs. In general

  this set of results highlights that the inferences made in competency modeling should not be taken for granted

  and that practitioners can improve competency modeling efforts by incorporating some of the methodological rigor inherent in job analysis.

  Easing the Inferential Leap in Competency Modelling: The Effects of Task-related Information and Subject Matter Expertise

  We theorize about the separate and interactive effects of the two primary elements of paternalistic leadership: authoritarianism and benevolence. Accordingly

  we test a mediating mechanism through which these components of paternalistic leadership stimulate employee innovative and knowledge-sharing behaviors. A multi-source and multi-level study involving 302 employee-supervisor-peer triads in 60 Chinese technology-based organizations supported the association between the interaction of benevolent and authoritarian leadership and employee affective trust

  innovative behavior

  and knowledge sharing. Moreover

  affective trust mediated the interaction of benevolence and authoritarianism on employee innovative behavior and knowledge sharing. We suggest that

  the two constructs underlying paternalistic leadership might promote employee breakthrough behaviors across cultures. That is

  their demanding and yet selfless stance turns authoritarian-benevolent leaders into prototypes of the followers' aspirational social identity.

  Does paternalistic leadership promote innovative behavior? The interaction between authoritarianism and benevolence

  This study examines whether firms should adapt their Human Resource Management (HRM) practices to cross-cultural differences. The authors introduce three different positions

  namely

  the culturalist

  the universalist

  and an integrated position that reconciles the former two named the culturally-animated universalist position. The study compares the effectiveness of these three positions in a sample of 138 firms located in Latin-America. Results suggest that

  contrary to common wisdom in the International HRM literature

  firms following a universalist approach outdo those using a culturalist one. However

  the effect of universal HR practices on HR performance is also contingent on the country's performance orientation. The authors advocate the culturally-animated universalist position.

  Managing cross-cultural differences: Testing human resource models in Latin America

  Although rating differences among incumbents of the same occupation have traditionally been viewed as error variance in the work analysis domain

  such differences might often capture substantive discrepancies in how incumbents approach their work. This study draws from job crafting

  creativity

  and role theories to uncover situational factors (i.e.

  occupational activities

  context

  and complexity) related to differences among competency ratings of the same occupation. The sample consisted of 192 incumbents from 64 occupations. Results showed that 25% of the variance associated with differences in competency ratings of the same occupation was related to the complexity

  the context

  and primarily the nature of the occupation's work activities. Consensus was highest for occupations involving equipment-related activities and direct contact with the public.

  Lack of consensus among competency ratings of the same occupation: noise or substance?

  Employer attractiveness in Latin America: The association among foreignness

  internationalization and talent recruitment

  Expatriate executives face a double-edged challenge to their mental and physical health: The stressors affecting them are not only new and unfamiliar

  but the coping responses that worked at home may not do so abroad. The various stages involved in a successful adjustment are discussed. The executive's ability to identify with the host and the parent culture plays a critical role in every stage of the adjustment process. Failure to accept that the two cultural identities are not mutually exclusive is a source of internal conflict among expatriates. Cross-cultural competence training and a sensible repatriation plan help buffer the stressors encountered abroad. However

  the willingness and courage to undergo the profound personal transformation associated with an international assignment are essential for a healthy expatriate adjustment

  even after the expatriate's return. Learning to live with the paradox of dual identification is an essential coping mechanism for expatriate executives.

  Adapting to a boundaryless world: A developmental expatriate model

  Surveying 6509 managers from 24 countries/geopolitical entities

  we tested the process through which individualism–collectivism at the country level relates to employees’ appraisals of and reactions to three types of work demands (i.e.

  work hours

  workload

  and organizational constraints). Our multilevel modeling results suggested that

  while working the same number of hours

  employees from individualistic countries reported a higher perceived workload than their counterparts in collectivistic countries. Furthermore

  relationships of perceived workload and organizational constraints with job dissatisfaction and turnover intentions were stronger in individualistic than in collectivistic countries. Importantly

  results of supplementary analyses suggested that the cultural value of individualism–collectivism moderated the mediation effect of perceived workload between work hours and both job dissatisfaction and turnover intentions. Our findings highlight the need to expand contemporary theories of work stress by applying multilevel approaches and incorporating cross-national differences in dimensions such as individualism–collectivism while studying how employees appraise and react to important work stressors.

  Individualism–collectivism as a moderator of the work demands–strains relationship: A cross-level and cross-national examination

  A chapter focused on the application of job analysis to assessment in organizations.

  Work Analysis for Assessment by Juan I. Sanchez and Edward L. Levine

  Validity of the five-factor model and their facets: The impact of performance measure and facet residualization on the bandwidth-fidelity dilemma

  Managerial Tolerance of Nepotism: The Effects of Individualism-Collectivism in a Latin American Context