Header Logo

Chang Chu-Hsiang (Daisy) Chang
Associate 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
308 Psychology
(517) 355-2171

Related Research Websites
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. Chu-Hsiang (Daisy) Chang, Jessica Santoro Webb, Rory Dixon, Jeff Olenick, Simon Golden, Mike Morrison, Chris Dishop, & Joe Smith
The primary focus of our research is on understanding and assessing the dynamics of team functioning. The research is designed to improve team effectiveness for long duration space crews (funded by NASA, $1.2M; $110K; $1.2M; $100K). The research has multiple studies in progress organized around two primary foci. First, we are conducting several data collections of "analog" teams operating in isolated, confined, and extreme environments (i.e., the Antarctic and Mars mission simulations). These studies provide benchmark data on the dynamics of team functioning. Second, we are developing social interaction "badges" to capture team interaction dynamics in real time. Long term, the goal is to provide real time assessments of team functioning and to aid the team as needed to maintain effectiveness

Research Publications    
2014Golubovich, J., Chang, C.-H., & Eatough, E. M. (2014). Safety climate, hardiness, and musculoskeletal complaints: A mediated moderation model. Applied Ergonomics, 45, 757-766.
2014Ozer, M. G., Chang, C.-H., & Schaubroeck, J. M. (2014). Contextual moderators of the relationship between organizational citizenship behaviors and challenge and hindrance stress. Journal of Occupational and Organizational Psychology, 87, 557-578.
2013Johnson, R. E., Howe, M., & Chang, C.-H. (2013). The importance of velocity, or why speed may matter more than distance. Organizational Psychology Review, 3, 62-85.
2013Koopman, J., Howe, M., Johnson, R. E., Tan, J. A., & Chang, C.-H. (2013). A framework for developing word fragment completion tasks. Human Resource Management Review, 23, 242-253.
2013Taing, M. U., Smith, T., Singla, N., Johnson, R. E., & Chang, C.-H. (2013). The relationship between learning goal orientation, goal-setting, and performance: A longitudinal study. Journal of Applied Social Psychology, 43, 1668-1675.
2013Rosen, C. C., Slater, D., Chang, C.-H., & Johnson, R. E. (2013). Let’s make a deal: Development and validation of the ex post I-Deals scale. Journal of Management, 39, 709-742.
2013Ferris, D. L., Johnson, R. E., Rosen, C. C., Chang, C.-H., & Tan, J. A. (2013). When is success not satisfying? A moderated mediation model of the relation between core self-evaluation and job satisfaction. Journal of Applied Psychology, 98, 342-353.
2013Johnson, R. E., Chang, C.-H., Meyer, T., Lanaj, K., & Way, J. D. (2013). Approaching success or avoiding failure? Approach and avoidance motives in the work domain. European Journal of Personality, 27, 424-441.
2012Lanaj, K., Chang, C.-H., & Johnson, R. E. (2012). Regulatory focus and work-related outcomes: A meta-analysis. Psychological Bulletin, 138, 998-1034.
2012Chang, C.-H., Eatough, E. M., Spector, P. E., & Kessler, S. R. (2012). Violence prevention climate, exposure to violence and aggression, and prevention behavior: A mediation model. Journal of Organizational Behavior, 33, 657-677.