Barry M Goldman
- Associate Professor, Management/Organizations
Present Associate Professor, Management and Organizations, Eller College of
Management, University of Arizona
2013 Visiting Associate Professor, Instituto de Empresa, Madrid, Spain
1/08- Visiting Associate Professor, Tuck School of Business at Dartmouth College
2004 Assistant Professor, Management & Organizations, Eller College of Management, University of Arizona
- Ph.D. Management
- University of Maryland, College Park, Maryland, United States
- Employment Discrimination-Claiming Behavior: Test of a Model of Organizational Justice
- J.D. Law
- University of Maryland, Baltimore, Maryland, United States
- General Accountability Office (1990 - 1991)
- Elias, Matz, Tiernan & Herrick (1987 - 1990)
- Hansell & Post (1984 - 1987)
- "The Best Paper of 2017"
- "International Journal of Conflict Management", Summer 2017
- The Best Paper in the International Journal of Conflict Management for 2017
- International Journal of Conflict Management/Emerald Publishing, Spring 2017
- Eller Excellence Fund
- Eller Undergraduate Office, Fall 2016
- Best Paper
- International Association of Conflict Management, Summer 2013
Conflict, Employment Discrimination, Organizational Justice, Law & Management
Negotiations, Business Law, Human Resources
Appl Tops Bargain+NegotMGMT 432A (Fall 2020)
Human Resources PoliciesMGMT 430 (Fall 2020)
Advanced NegotiationMGMT 566 (Spring 2020)
Independent StudyLAW 699 (Spring 2020)
Advanced NegotiationMGMT 566 (Fall 2019)
Appl Tops Bargain+NegotMGMT 432A (Fall 2019)
Leading Through NegotiationsLAW 564 (Fall 2019)
Leading Through NegotiationsMGMT 564 (Fall 2019)
Advanced NegotiationMGMT 566 (Spring 2019)
Appl Tops Bargain+NegotMGMT 432A (Spring 2019)
Business LawMGMT 420 (Spring 2019)
Business LawMGMT 420 (Fall 2018)
Leading Through NegotiationsLAW 564 (Fall 2018)
Leading Through NegotiationsMGMT 564 (Fall 2018)
NegotiationsMGMT 564E (Fall 2018)
Appl Tops Bargain+NegotMGMT 432A (Spring 2018)
Business LawMGMT 420 (Spring 2018)
Independent StudyMGMT 599 (Spring 2018)
NegotiationsMGMT 564E (Spring 2018)
Leading Through NegotiationsLAW 564 (Fall 2017)
Leading Through NegotiationsMGMT 564 (Fall 2017)
NegotiationsMGMT 564E (Fall 2017)
NegotiationsMGMT 564E (Summer I 2017)
Tpcs In Business+LdrshpBNAD 596A (Summer I 2017)
Appl Tops Bargain+NegotMGMT 432A (Spring 2017)
Independent StudyLAW 599 (Fall 2016)
Leading Through NegotiationsLAW 564 (Fall 2016)
Leading Through NegotiationsMGMT 564 (Fall 2016)
NegotiationsMGMT 564E (Fall 2016)
Tpcs In Business+LdrshpBNAD 596A (Fall 2016)
NegotiationsMGMT 564E (Summer I 2016)
Appl Tops Bargain+NegotMGMT 432A (Spring 2016)
- Goldman, B. M., & Shapiro, D. L. (2012). The Psychology of Negotiations in the 21st Century Workplace (a volume in the SIOP Organizational Frontier series). New York, NY: Psychology Press/Routledge.. New York, NY: Routledge/Taylor & Francis.
- Goldman, B. M. (2015). Organizational justice and the legal justice: How are they related?. In Oxford Handbook of Organizational Justice (Oxford University Press). Oxford University Press.More infoIn Press
- Goldman, B. M., & Shapiro, D. L. (2012). Introductory chapter: Negotiations in the 21st century workplace. Chapter 1.. In The Psychology of Negotiations in the 21st Century Workplace (a volume in the SIOP Organizational Frontier series)(pp 3-14). New York, NY: Routledge/Taylor & Francis.
- Cropanzano, R., Stein, J., & Goldman, B. M. (2007). Individual Aesthetics: Self-interest.. In In E. H.Kessler & J. Bailey (Ed.), The Handbook of Organizational and Managerial Wisdom,(pp 181-221). Thousand Oaks, CA: Sage.
- Goldman, B. M. (2019). An Exploration of Whether Engineers Differ from Non-Engineers in their Approach to Negotiations. International Journal of Conflict Management, 30(4), 420-440. doi:August 2019More infoThis article investigated how and if engineers differ from non-engineers in their approach and goals in negotiations. The article concludes that they do differ, particularly with respect to their emphasizing the outcome of negotiations and downplaying the role of interpersonal relations. In turn, this affects their predilection for distributive negotiations over integrative negotiations.
- Kugler, T., Cooper, D. A., & Goldman, B. M. (2019). Crime and punishment: A realistic group conflict theory approach to racial discrimination in hiring convicted felons.. International Journal of Conflict Management, 30(1), 2-23. doi:I 10.1108/IJCMA-04-2018-0055
- Goldman, B. M. (2018). Toward real justice for all: Rebooting Justice.. International Journal of Conflict Management, 29(4), 564-567.More infoBook Review.
- Kugler, T., Cooper, D. A., & Goldman, B. M. (2018). Crime and punishment: A realistic group conflict theory approach to racial discrimination in hiring convicted felons.. International Journal of Conflict Management.
- Goldman, B. M., Shapiro, D. L., & Pearsall, M. (2016). Towards an understanding of the role of anticipatory justice in the employment dispute-resolution process.. International Journal of Conflict Management, 27(2), 275-298.More infohttp://www.emeraldinsight.com/doi/abs/10.1108/IJCMA-12-2015-0081
- Goldman, B. M., & Cropanzano, R. (2015). Goldman, B., & Cropanzano, R. (2015). Justice and fairness are not the same thing.. Journal of Organizational Behavior., 36, 313-328.More infoIn Press
- Walumbwa, F. O., Cropanzano, R., & Goldman, B. M. (2011). How leader-member exchange influences effective work behaviors: Social exchange and internal-external efficacy perspectives. Personnel Psychology, 64(3), 739-770.More infoAbstract: In this article, we propose and test an integrative theory of leader-member exchange (LMX) that extends our understanding of the mechanisms affecting LMX and important organizational outcomes. We argue that LMX enhances job performance and organizational citizenship behaviors (OCBs) through 2 sets of processes. As a result of a social exchange process, high LMX managers encourage reciprocal obligations. These obligations are manifested as subordinate commitment to their supervisors. This commitment, in turn, prompts more OCBs and higher job performance. Through a second process, high LMX supervisors enhance their subordinates' self-efficacy and means efficacy, thereby improving job performance. Results of a field study support our predictions. Theoretical and practical implications and directions for future research are discussed. © 2011 Wiley Periodicals, Inc.
- Goldman, B. M., Paddock, L. E., & Cropanzano, R. (2009). A transformational model of legal-claiming. Journal of Managerial Issues, 21(4), 552-579+446.More infoAbstract: We propose a model of legal-claiming based on the " transformational" approach to disputes detailed by Felstiner et al. (1980-1981). Our model suggests disputes evolve, with a number of areas of organizational behavior providing explanations for individual disputant actions at specific points in time, including self-categorization theory, attribution theory, social accounts, organizational justice, conflict escalation, and social information processing. We also develop multiple propositions relating to legal-claiming that were inductively derived from in-depth interviews with 38 employees who filed employment-discrimination claims with the federal Equal Employment Opportunity Commission. Propositions focus on various stages of the dispute, including "naming," "blaming," "claiming, " and "disputing." Important theoretical and practical implications and limitations of the transformational model proposed are discussed.
- Goldman, B. M., Cropanzano, R., Stein, J. H., Shapiro, D. L., Thatcher, S., & Jaewon, K. o. (2008). The role of ideology in mediated disputes at work: A justice perspective. International Journal of Conflict Management, 19(3), 210-233.More infoAbstract: Purpose - The purpose of this paper is to explore the causes, impact, and resolution of ideological conflicts in the workplace. By integrating research on organizational justice, the paper aims to argue that ideological discord is engendered though the interaction of distributive, procedural, and interactional (un)fairness. Design/methodology/approach - Using a longitudinal field study, the ideas were tested with a sample of 77 claimants, undergoing mediation through the USA. Equal Employment Opportunity Commission (EEOC). Findings - The results were generally supportive of all predictions, suggesting that, though injustice may cause troublesome ideological conflicts, fair dispute resolution interventions can provide a remedy. Originality/value - The research documented in this paper is particularly important because it suggests that justice can be restored through the intervention of a neutral mediator. © Emerald Group Publishing Limited.
- Goldman, B. M., Slaughter, J. E., Schmit, M. J., Wiley, J. W., & Brooks, S. M. (2008). Perceptions of discrimination: A multiple needs model perspective. Journal of Management, 34(5), 952-977.More infoAbstract: The multiple needs model of justice was used to understand employee reactions to perceived discrimination. In particular, the fulfillment of the three needs discussed in that model-economic, interpersonal, and deontic (ethical)-were tested as consequences of perceived discrimination and as antecedents of job attitudes and turnover intentions. A representative sample of the U.S. workforce (N = 5,605) rated the three needs-fulfillment variables while also rating their perceptions of discrimination, job satisfaction, organizational commitment, and intent to leave. The proposed model was supported. This study extends research on perceived discrimination by proposing a role for the multiple needs model of justice through the use of a specific and important role for needs fulfillment. It also extends support for the multiple needs model of justice. © 2008 Sage Publications.
- Brockner, J., Fishman, A. Y., Reb, J., Goldman, B., Spiegel, S., & Garden, C. (2007). Procedural Fairness, Outcome Favorability, and Judgments of an Authority's Responsibility. Journal of Applied Psychology, 92(6), 1657-1671.More infoPMID: 18020803;Abstract: Fairness theory (R. Folger & R. Cropanzano, 1998, 2001) postulates that, particularly in the face of unfavorable outcomes, employees judge an organizational authority to be more responsible for their outcomes when the authority exhibits lower procedural fairness. Three studies lent empirical support to this notion. Furthermore, 2 of the studies showed that attributions of responsibility to the authority mediated the relationship between the authority's procedural fairness and employees' reactions to unfavorable outcomes. The findings (a) provide support for a key assumption of fairness theory, (b) help to account for the pervasive interactive effect of procedural fairness and outcome favorability on employees' attitudes and behaviors, and (c) contribute to an emerging trend in justice research concerned with how people use procedural fairness information to make attributions of responsibility for their outcomes. Practical implications, limitations, and suggestions for future research also are discussed. © 2007 American Psychological Association.
- Goldman, B. M., Gutek, B. A., Stein, J. H., & Lewis, K. (2006). Employment discrimination in organizations: Antecedents and consequences. Journal of Management, 32(6), 786-830.More infoAbstract: This article reviews the research on employment discrimination in organizations. It focuses on discrimination perceptions, charges, and lawsuits and discusses the consequences of discrimination. Among the conclusions are the following: (a) The proportion of claimants filing under different antidiscrimination statutes differs by race; (b) the area needs theories that can explain wide variance in perceptions of events; (c) the consequences of discrimination are best viewed from individual, group, and organizational levels; and (d) if the results of instruments are used in legal settings, social scientists should pay careful attention to reliability and validity, as well as standards of legally admissible evidence. © 2006 Southern Management Association.
- Reb, J., Goldman, B. M., Kray, L. J., & Cropanzano, R. (2006). Different wrongs, different remedies? Reactions to organizational remedies after procedural and interactional injustice. Personnel Psychology, 59(1), 31-64.More infoAbstract: To alleviate the negative effects of workplace unfairness and resulting conflict, organizations can take remedial action to atone for a perceived injustice. We argue that the effectiveness of organizational remedies may depend on the match between type of injustice perceived and type of remedy offered. Specifically, based on the multiple needs model of justice (b17Cropanzano, Byrne, Bobocel, & Rupp, 2001), we expect procedural injustice to be particularly associated with preference for instrumental remedies that address the need for control. On the other hand, interactional injustice should be particularly associated with preference for punitive remedies that address the need for meaning. Confirming this hypothesis, a field study involving recently terminated employees found that procedural injustice was positively associated with preference for an instrumental remedy (monetary compensation) and interactional injustice was positively associated with preference for a punitive remedy (disciplinary action against those involved in the termination). Further supporting the hypothesis, a laboratory experiment manipulating the unfairness of performance feedback found greater preference for an instrumental remedy relative to a punitive remedy following a procedural injustice than following an interactional injustice. In discussing these results, we present a taxonomy of organizational remedies as they relate to the multiple needs model of justice. Practical implications are discussed. © 2006 by Blackwell Publishing, Inc.
- Cropanzano, R., Goldman, B., & Folger, R. (2005). Self-interest: Defining and understanding a human motive. Journal of Organizational Behavior, 26(8), 985-991.More infoAbstract: This paper explores the concept of self-interest. Taking a multi-disciplinary perspective, we discuss and critique various definitions of this phenomenon. We argue that self-interest is an important human motive. However, we also emphasize that other human motives exist. These include empathy toward others and adherence to moral duty. Copyright © 2005 John Wiley & Sons, Ltd.
- Aquino, K., Grover, S. L., Goldman, B., & Folger, R. (2003). When Push Doesn't Come to Shove: Interpersonal Forgiveness in Workplace Relationships. Journal of Management Inquiry, 12(3), 209-216.More infoAbstract: This article develops the construct of workplace forgiveness by drawing from several relevant literatures, Forgiveness is defined as a process by which an offended worker cognitively acknowledges the wrongfulness of an injurious act and deliberately chooses to release negative emotions and inhibit the desire for revenge. In contrast to revenge, forgiveness may repair damaged workplace relationships in the aftermath of a personal offense. The authors conclude with a research agenda in the form of objectives that provides researchers with a plan for investigating forgiveness.
- Cropanzano, R., Goldman, B., & Folger, R. (2003). Deontic justice: The role of moral principles in workplace fairness. Journal of Organizational Behavior, 24(8), 1019-1024.
- Goldman, B. M. (2003). The application of referent cognitions theory to legal-claiming by terminated workers: The role of organizational justice and anger. Journal of Management, 29(5), 705-728.More infoAbstract: This research utilizes referent cognitions theory (RCT, Folger, 1993) to investigate the filing of discrimination legal-claims by terminated workers. Specifically, three questions are investigated: (1) whether procedural, distributive, and interactional justice interact to predict discrimination legal-claiming; (2) whether state anger (a reaction to a situation) partially mediates the relationship between the three-way interaction of distributive, procedural, and interactional justice, and legal-claiming; and (3) whether trait anger (a dispositional trait) moderates the relationship between this three-way justice interaction and legal-claiming. Five hundred eighty-three terminated employees were surveyed at unemployment insurance offices on the east coast. The results support predictions that a three-way justice interaction predicts legal-claiming, that state anger is a partial mediator of this relationship, and that trait anger moderates the relationship between the three-way justice interaction and legal-claiming. The implications for organizational justice and RCT are discussed. Further, there is discussion of managerial interventions to reduce legal-claiming. © 2003 Elsevier Inc. All rights reserved.
- Goldman, B. M., Locke, E. A., Masterson, S. S., Groth, M., & Jensen, D. G. (2002). Goal-directedness and personal identity as correlates of life outcomes. Psychological Reports, 91(1), 153-166.More infoPMID: 12353774;Abstract: Although much research has been conducted on goal setting, researchers have not examined goal-directedness or propensity to set goals as a stable human characteristic in adults. In this study, a survey was developed and distributed to 104 adult participants to assess their goal-directedness, personal identity, and various life outcomes. A theoretical model was developed and tested using structural equation modeling that proposed that both goal-directedness and personal identity should positively influence important life outcomes. Analysis showed that goal-directedness and personal identity are positively related to personal well-being, salary, and marital satisfaction. Further, personal identity was positively related to job satisfaction but, contrary to related research, goal-directedness did not predict job satisfaction.
- Groth, M., Goldman, B. M., Gilliland, S. W., & Bies, R. J. (2002). Commitment to legal claiming: Influences of attributions, social guidance, and organizational tenure. Journal of Applied Psychology, 87(4), 781-788.More infoPMID: 12184580;Abstract: This study investigates antecedents of individuals' commitment to the legal-claiming process. Individuals were surveyed as they entered a district office of the federal Equal Employment Opportunity Commission to file an employment discrimination claim. Respondents' attributions regarding who they blamed for their grievance, the social guidance received, their organizational tenure, and their commitment to legal claiming were assessed. Results showed that individuals who made strong external attributions had a higher commitment to legal claiming than did those who made weak external attributions. Social guidance and organizational tenure were significant moderators of the attribution-claiming relationship. Specifically, commitment to legal claiming was more strongly related to external attributions when social guidance was low and organizational tenure was high. Theoretical and practical implications are discussed.
- Goldman, B. M. (2001). Toward an understanding of employment discrimination claiming: An integration of organizational justice and social information processing theories. Personnel Psychology, 54(2), 361-385.More infoAbstract: This research examines predictors of actual discrimination claiming among terminated workers by investigating a number of variables suggested by organizational justice and social information processing theories. This study investigated initial decisions to claim in a sample of 439 terminated workers who were surveyed at several unemployment offices. Logistic regression was used to examine how the decision to claim for discrimination was affected by procedural and distributive justice, social guidance, minority status, gender, age, tenure, and education. All of the variables except education and gender were found to be significant. Thus, the results support variables from each of the theories. Social guidance was found to have a major influence on discrimination-claiming. A counter-intuitive finding for minority status was found such that Whites were more likely to claim than minorities. Theoretical and practical implications are discussed.
- Masterson, S., Lewis, K., Goldman, B. M., & Taylor, S. M. (2000). Masterson, S., Lewis, K., & Goldman, B. M., & Taylor, M. S. (2000). Integrating justice and social exchange: The differing effects of fair procedures and treatment on work relationships. Academy of Management Journal 43, 738-748.. Academy of Management Journal, 43, 738-748.
- Goldman, B. M. (2014, August). Becker, W., Goldman, B., & Cropanzano, R. (2014). Subjective value and sequential negotiations. , August 9, 2015 (Philadelphia, PA).. In Annual Meeting of the Academy of Management.
- Goldman, B. M., Pearsall, M., Gilliland, S. W., & Shapiro, D. L. (2007, August). An investigation of organizational reluctance to mediate employment disputes. Proceedings of the Academy of Management Philadelphia, PA (Aug. 2007)—Best Paper Award. (Conflict Management Division--Conflict in Context).. In Academy of Management.More infoReceived The Best Paper Award
- Goldman, B., Matthew, P. J., Gilliland, S. W., & Shapiro, D. L. (2007, January). An investigation of organizational reluctance to mediate employment disputes. In Academy of Management 2007 Annual Meeting.More infoAbstract: Organizations agree to participate in employment mediation sponsored by federal Equal EmploymentOpportunity Commission (EEOC) at much lower rates than individual claimants (31% vs. 89%). Thispaper investigates reasons why this phenomenon occurs. We surveyed 997 organizations that wereinvited to participate in EEOC-sponsored mediation to assess reasons for participating-or not-inmediation. Support was found for a model that incorporates perceived merit, organizational learning, and three anticipated outcome variables (economic, reputation, and equity) to understand the issue.Organizational learning accounted for the most variance in the decision to participate in mediation.
- Goldman, B. M. (2018, April 2018). Employment Discrimination Against Felons: An Investigation of Recent and Developing Research. Invited Talk at Carey School of Business (Johns Hopkins). Baltimore, MD: Carey School of Business, Johns Hopkins School of Business.More infoAn invited talk to discuss my recent research in this area, as well as to explore developing research.
- Goldman, B. M. (2018, May). Survey of Research in Negotiations as it Relates to Agriculture. College of Agriculture/Agricultural Extension Service. Tucson: College of Agriculture/Agricultural Extension Service.
- Goldman, B. M., Kugler, T., & Cooper, D. A. (2018, Fall 2018). Crime and punishment: A realistic group conflict theory approach to racial discrimination in hiring convicted felons. Annual Meeting of the Society of Judgment and Decision Making.
- Goldman, B. M., Cooper, D., & Kugler, T. (2017, December). A Realistic Group Conflict Approach to Racial Discrimination Involving Convicted Felons. Academy of Management. Atlanta, Georgia: Academy of Management.
- Kugler, T., Cooper, D., & Goldman, B. M. (2017, December). A Realistic Group Conflict Approach to Racial Discrimination Involving Convicted Felons. Academy of Management. Atlanta, Georgia: Academy of Management.
- Goldman, B. M., Cooper, D., & Kugler, T. (2016, June). Crime and Punishment: Racial discrimination against convicted felons in the workplace.. International Association of Conflict Management. New York, NY: International Association of Conflict Management.
- Kugler, T., Goldman, B. M., & Cooper, D. (2016, December). Crime and Punishment: Racial discrimination against convicted felons in the workplace. Presented at the Arizona Conclave, December 10, 2016 (Phoenix, AZ).. Arizona Conclave. Phoenix, AZ: Society of Behaviorial Decision Making.
- Goldman, B. M. (2014, July). Goldman, B. M. (2014). Use of felony background checks in employment hiring.. International Association of Conflict Management, July 2, 2014 (Leiden, Netherlands). Leiden, Netherlands: International Association for Conflict Management.
- Goldman, B. M. (2014, July). Goldman, B. M. (2014). “Justice” and “Fairness”—Conceptual relationships.. International Association of Conflict Management, July 2, 2014 (Leiden, Netherlands). Leiden, Netherlands: International Association for Conflict Management.