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Chang Chu-Hsiang (Daisy) Chang
Assistant Professor
Ph.D. The University of Akron, Akron, OH, U.S.A 2005
Masters The University of Akron, Akron, OH, U.S.A. 2002
Bachelors The University of Waikato, Hamilton, New Zealand (Double Major: Psychology, Industrial Relations and Human Resource Management) 1999
Bachelors The University of Waikato, Hamilton, New Zealand (Industrial/Organizational Psychology) 2000
Primary Program: Organizational
346 Psychology
cchang@msu.edu


Related Research Websites
 description
Moral Crediting and Workplace Behavior Dr. Chu-Hsiang Chang, Dr. Russell Johnson, Dr. John Schaubroeck, Catherine Ott-Holland
Previous work by Monin and Miller (2001) and others suggests that individuals “credit” themselves for engaging in moral behaviors. Conversely, engaging in selfish or unethical behaviors may cause individuals to notice a deficit in their moral credentials, leading to subsequent behaviors that have positive moral connotations. This “moral crediting” process may explain why altruistic behaviors often immediately follow self-centered behaviors, and vice versa. We are seeking to extend this framework to extra-role behaviors in the workplace. In our initial study, we established that examples of organizational citizenship behaviors (OCBs) have the properties of crediting behaviors (moral, altruistic, etc.) while examples of counterproductive work behaviors (CWBs) have the properties of credit spending behaviors (unethical, selfish, etc.) We are currently conducting a lab study that explores whether recalling past OCBs or CWBs affects the likelihood of engaging in a subsequent altruistic behavior.
Approach and Avoidance in Work Domains Dr. Russell Johnson, Dr. Chu-Hsiang Chang
We extended research on approach and avoidance motivations by investigating (a) motives in work organizations, (b) interactions among approach and avoidance motives, and (c) effects at implicit levels. Results of Studies 1-4 demonstrated that approach and avoidance work motives are markers of more general approach and avoidance temperaments, distinct from other personality traits (e.g., conscientiousness and self-esteem) and cognitive ability, and stable over time. Approach and avoidance motives predicted work-based mastery and performance goals. In Study 5 we found that motives predicted job satisfaction, organizational commitment, perceptions of support, and work-related strain at a later time. In addition, we observed significant approach by avoidance interactions. In Study 6 we found that approach and avoidance motives, and interactions between them, predicted task performance, citizenship and counterproductive behavior, and turnover cognitions at a later time. In the final study, we replicated the main and interactive effects of motives on behavior using an indirect measure that captures motives at implicit levels.
The NASA Lab - Studying Processes and Effectiveness in Lab, Field, and Astronaut Analog Teams Dr. Steve W. J. Kozlowski, Dr. Richard P. DeShon, Dr. Chu-Hsiang (Daisy) Chang, Tara A. Rench, Michael T. Braun, Marina Pearce, Samantha K. Baard
The primary focus of our research is on understanding and monitoring team functioning over time in order to learn how to conduct training and interventions targeted at improving team effectiveness for long duration space crews (funded by NASA, $1.2M). We are currently running four studies, all of which relate to this focus: One study investigating the relationships between team processes and effectiveness for familiar and unfamiliar virtual teams over lengthy observations (weeks); One focusing on the building and maintenance of (lab) team cohesion over the course of multiple interdependent tasks; One looking at the dynamics of (NASA analog) teams working in isolated, confined, and extreme environments; and One developing wireless sensors to monitor real-time team collaboration and cohesion indicators.


Research Publications    
  Title 
2010Johnson, R. E., Chang, C.-H., & *Yang, L.Q. (2010). Commitment and motivation at work: The relevance of employee identity and regulatory focus. Academy of Management Review, 35, 226-245.
2010Chang, C.-H., Johnson, R. E., & Lord, R. G. (2010). Moving beyond discrepancies: The importance of velocity as a predictor of satisfaction and motivation. Human Performance, 23, 58-80.
2009Chang, C.-H., Rosen, C. C., & Levy, P. E. (2009). The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: A meta-analytic examination. Academy of Management Journal, 52, 779-801.
2009Rosen, C. C., Chang, C.-H., Johnson, R. E., & Levy, P. E. (2009). Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives. Organizational Behavior and Human Decision Processes, 108, 202-217.
2008Johnson, R. E., & Chang, C.-H. (2008). Relationships between organizational commitment and its antecedents: Employee self-concept matters. Journal of Applied Social Psychology, 38, 513-541.
2008Kessler, S. R., Spector, P. E., Chang, C.-H., & Parr, A. D. (2008). Organizational violence climate and exposure to violence and verbal aggression. Work & Stress, 22, 108-124.
2007Chang, C.-H., Johnson, R. E., & *Yang, L. Q. (2007). Emotional strain and organizational citizenship behaviors: A meta-analytic review. Work & Stress, 21, 312-332.
2006Johnson, R. E., & Chang, C.-H. (2006). “I” is to continuance as “We” is to affective: The relevance of the self-concept
2006Johnson, R. E., Chang, C.-H., & Lord, R. G. (2006). Moving from cognition to behavior: What the research says. Psychological Bulletin, 132, 381-415.