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Rutgers-Camden School of Business

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Faculty Profile – Dr. Gayle Porter

Gayle PorterGayle Porter, Ph.D.

Professor of Management

Office Room: 333A
Phone Number: 856-225-6715
E-Mail: gporter@camden.rutgers.edu

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Vita : Click here (PDF)


Ph.D., Ohio State University

Research Interests: Developing Employee Performance Potential. Specific sub-headings of research include: Workaholism and Work Ethic (including the impact of technology); Learning; Ethics and Social Responsibility.

Courses Frequently Taught: Organization Change & Development, Social Responsibility of Management, International Human Resource Management, and Performance Improvement / Employee Development.

Professional Activities & Honors: Member of Academy of Management; Division memberships in Careers and Human Resources. Member of Society for Human Resource Management (SHRM) and the SHRM Expertise Panel on Corporate Social Responsibility / Sustainability; related professional certifications include SPHR and GPHR. Editorial Board member for the journal Human Relations; ad hoc reviewer for a number of additional scholarly journals. Received citations for quality research and recognition for teaching excellence, including the Lindback award for lifetime contributions to teaching.

Representative Prior Research:

Porter, G. (2009 in press). Implications of Employer-supplied Connectivity Devices on Job Performance, Work-Life and Business Culture. WorldatWork Journal.

Kakabadse, N. K., Porter, G. & Vance, D. (2009). The Unbalanced High-tech Life: Are Employers Liable? Strategic Change, 18, 1-13.

Porter, G. & Perry, J. L. (2008). Animal Farm, Baby Boom and Crackberry Addicts. In C. L. Cooper and R. J. Burke (Eds.) The Long Work Hours Culture, Causes, Consequences and Choices, pp. 255-274. New York: Macmillan.

Porter, G. (2007). Excessive Work and Its Consequences. In. C. Wankel (Ed.) Handbook of 21st Century Management, pp. 148-156. Thousand Oaks, CA: Sage.

Porter, G. & Kakabadse, N. K. (2006). HRM Perspectives on Addiction to Technology and Work. Journal of Management Development, Vol. 25(6), 535-560.

Porter, G. (2005). A “Career” Work Ethic versus Just a Job. Journal of European Industrial Training, 29(4), 336-352.

Porter, G. (2004). Work, Work Ethic, Work Excess. Journal of Organizational Change Management, 17(5), 424-439.

Porter, G. (2004). Work, Work Ethic, Work Excess. Journal of Organizational Change Management, 17(5), 424-439.

Porter, G. (2001). Workaholics as High-Performance Employees: The Intersection of Workplace and Family Relationship Problems. In B. Robinson & N. Chase (Eds.) High-Performing Families: Causes, Consequences, and Clinical Solutions, a monograph in the American Counseling Association’s Family Psychology and Counseling Series, pp.43-69. Alexandria, VA: American Counseling Association.

Porter, G. & Tansky, J. (1999). Expatriate Success May Depend on a “Learning Orientation”: Considerations for Selection and Training. Human Resource Management, 38(1), 47-60.

Porter, G. (1998). Will The Collapse of the American Dream Lead to a Decline in Ethical Business Behavior? Journal of Business Ethics, 17(15), 1669-1678.

Porter, G. (1996). The Organizational Impact of Workaholism: Suggestions for Researching the Negative Outcomes of Excessive Work. Journal of Occupational Health Psychology, 1(1), 70-84.

Media Guide

Dr. Gayle Porter, associate professor of management at the Rutgers School of Business—Camden; former research consultant for several companies, including General Motors. She can discuss:

Business Ethics:

  • Social responsibility without sacrificing profits
  • Ethics and social responsibility of business

Human Resources:

  • Workaholism and its negative impact on the organization
  • Employee development issues Organizational behavior
  • Work team effectiveness and issues of trust and cultural diversity

Career Issues:

  • Workaholism and its negative impact on the organization

Technology:

  • Technology addiction
  • Employer liability for technology addiction
  • Workaholism and its negative impact on the organization
  • Employee development issues