About

Jerel Slaughter is a Professor of Management and Organizations at the Eller College of Management, where he has been a faculty member since 2002. He earned his PhD in Industrial and Organizational Psychology from Bowling Green State University and previously worked as an assistant professor at Louisiana State University. His areas of expertise include recruitment and applicant attraction, counterproductive and unethical behavior in organizations, pre-employment selection tests, and leader personality and well-being. Dr. Slaughter has served as the Department Head for Management and Organizations from 2014 to 2019 and is actively involved in several professional associations, including the Academy of Management, the Society for Industrial and Organizational Psychology, and the Association for Psychological Science, of which he was elected a fellow in 2022 and 2023 respectively. His research focuses on understanding organizational behavior, employee recruitment, and the psychological factors influencing workplace conduct and decision-making.

Research topics

• Computer Science
• Computer hardware
• Materials science
• Embedded system
• Electrical engineering
• Engineering
• Telecommunications
• Optoelectronics
• Parallel computing
• Operating system

Selected publications

• Recruitment in the 21st Century and Beyond

  2026-05-21

  book-chapter1st authorCorresponding

  Abstract In this chapter, we provide a selective review of the employee recruitment literature, concentrating on the areas that are most germane to personnel assessment and selection. We discuss three theories in which propositions are particularly relevant to the intersection of recruitment and selection: the attraction-selection-attrition framework, signaling theory, and human capital resource emergence. We then review research that corresponds to the three stages of recruitment: influencing applicants to apply, maintaining applicant status, and influencing job choice. In the first stage, we review research on the various methods used to source applicants (e.g., referrals, job boards, college campus recruitment, social media); targeted recruitment of women and racial minorities; and employer branding efforts. In the second stage, we focus on applicant reactions to selection and recruitment practices. Finally, in the third stage, we note that research on predictors of ultimate job choice exists but is sparse and fragmented. Throughout our review, we provide suggestions for future research at the intersection of recruitment and selection.

  PublisherDOI

• Leader Well-Being: A Situated Role-Demands Perspective

  Academy of Management Proceedings · 2025-07-01

  article

  Although leadership is associated with increased autonomy and control at work, leaders also face unique job demands which contribute to their well-being. Our symposium explores the myriad job demands faced by leaders, with considerable focus on the experiences of middle managers. This symposium includes four papers that address leader well-being: focusing on the boundary-spanning behaviors, vision-translation, performance pressure, and interpersonal requirements faced by leaders. Situating our work on the experiences of middle managers, we also explore outcomes unique to the leader well-being space including protecting follower boundaries, engaging in controlling leader behaviors, and the potential for leaders to self-demote (i.e., step down from their leadership role). The symposium also invites Dr. Jennifer Nahrgang, as discussant to facilitate a conversation on the impact of leader demands. Leaders at the Boundary: Demands and Benefits of Boundary Spanning and Their Consequences Author: Hanho Lee; The Ohio State University Author: Hun Whee Lee; The Ohio State University The Interactive Effects of Vision Translation and Leader Cynicism Toward Top Management Author: Remy E. Jennings; Florida State University Transformational Leadership's Ripple Effect: Strain Cascades Through Organizational Hierarchies Author: Aran Cho; Michigan State University Author: Russell Eric Johnson; Michigan State University Extraverts Step Up, But Do They Also Step Down? Unpacking Leader Extraversion-Burnout Relationship Author: Mahira Ganster; University of Cincinnati Author: Jerel Slaughter; The University of Arizona Author: Zixu Zhang; The University of Arizona Author: Ke Bi;

  PublisherDOI

• First Impressions: Newcomers’ Initial Organizational Images and Psychological Contract Orientations

  Academy of Management Proceedings · 2024-07-09

  article

  Organizational images help newcomers interpret their employment situations, aiding their socialization into organizations. Using Schwartz and Bilsky’s (1987) circumplex of basic human values, we developed a model to explain how newcomers’ initial images about their employers affect their psychological contract orientation as the employment relationship unfolds. In Study 1, we tested the model’s predictions using a single organization’s socialization of 798 newcomers at locations across the United States during one recruiting season. Results suggested that the images newcomers form by their second day of employment related to their psychological contract orientations after one month, which in turn predicted burnout and turnover intentions after three months. In Study 2, results from a policy-capturing study largely confirmed the linkages between initial organizational images and psychological contract orientations.

  PublisherDOI

• The Future of Recruitment Research and Practice

  Academy of Management Proceedings · 2024-07-09

  article

  This proposed panel discussion addresses the future of recruitment research and practice. We intend to engage a group of leading workplace scholars in a moderated interactive discussion of international recruiting across countries and cultures, candidate experiences with technology and people, designing recruitment programs for impact, and the future of recruitment and the role of technology.

  PublisherDOI

• Essentials of Employee Recruitment: Individual and Organizational Perspectives

  2024-02-20 · 3 citations

  book-chapter1st authorCorresponding

  In this book, we have taken on the task of providing a comprehensive summary of the field of employee recruitment. Recruitment involves making individuals aware of a job opening, influencing them to apply, maintaining their interest in the position until an offer is extended, and influencing their choice to take the position (Barber, 1998; Breaugh et al., 2008). Such processes were of course very important to organizations at the time we chose to take on this project, as many employers have struggled to fill positions (Mitchell, 2022) and during the past year, and United States’ unemployment has been at its lowest level in more than 50 years (Saraiva & Dmitrieva, 2023). Even when labor markets and postings draw large pools of applicants, recruitment research maintains its level of importance, because companies must still compete to attract and hire talent that best fits their strategy (see Nyberg et al., 2024, this volume). As Rynes and Barber (1990, p. 290) famously noted, “…there are both conceptual and empirical reasons for believing that most vacancies are eventually filled with someone…the most interesting questions often involve not the numbers, but the characteristics, of those attracted.”

  PublisherDOI

• Essentials of Employee Recruitment

  2024-02-20 · 4 citations

  book1st authorCorresponding
  PublisherDOI

• Recruiting in a Politically Divided Age

  2024-02-20

  book-chapter1st authorCorresponding

  Political polarization among employees and applicants and the interaction of employee and organizational political ideology have considerable implications for how employees work together and how applicants may be attracted to or repelled from organizations trying to recruit them. In this chapter, we discuss political ideology as an important factor in the recruitment of employees into organizations and document evidence for increasing political polarization in the American public. We review the relatively limited research base on this topic and adjacent ones, and our review shows that organizational political ideology influences firm-level outcomes and applicant decision making, and that applicant political ideology influences organizational decision makers’ evaluations and decisions. Finally, we present a program of future research aimed at understanding how applicants combine organizational political ideology with other organizational attributes when making application decisions and job choices; how applicants make and use inferences about political ideology from their interactions with organizational representatives during recruitment; and how organizations can structure recruitment strategies to attract applicant pools that are politically homogenous, politically diverse, or apolitical.

  PublisherDOI

• Key Trends and Future Research Directions in Recruitment Research, According to AI (Sort of)

  2024-02-20

  book-chapterSenior author

  It is apparent from the chapters in this volume that employee recruitment continues to be a vibrant research domain. The authors have skillfully identified and summarized the ever-growing body of knowledge regarding how organizations attract talent and how individuals identify and choose job opportunities. Much of this research continues to focus on topics that have long been a focus of recruitment scholarship, including communication and messaging; aspects of the recruitment process, such as timeliness; the role of recruiters; job and offer characteristics; organizational attractiveness; intent to pursue opportunities; post-hire outcomes such as job performance and retention; employer branding and organizational image; attracting diverse candidates; recruitment sources, such as current employee referrals; and recruitment strategies.

  PublisherDOI

• Understanding Coping at Work During Socio-Environmental Jolts: A Person-Centered Investigation

  Journal of Business and Psychology · 2023-11-03 · 4 citations

  articleSenior author
  PublisherDOI

• Embedded memory solutions: Charge storage based, resistive and magnetic

  Elsevier eBooks · 2022 · 3 citations

  Senior authorCorresponding
  • Computer Science
  • Computer Science
  • Electrical engineering
  DOI

Frequent coauthors

• Charles M. Falco

  University of Arizona

  67 shared

• S. Tehrani

  38 shared

• Patrick A. Kearney

  SUNY Polytechnic Institute

  34 shared

• R. W. Dave

  34 shared

• M. DeHerrera

  33 shared

• J. Janesky

  Everspin Technologies (United States)

  33 shared

• M. Durlam

  ON Semiconductor (United States)

  23 shared

• Johan Åkerman

  University of Gothenburg

  22 shared

Awards & honors

• Elected Fellow, Association for Psychological Science, 2023
• Elected Fellow, Society for Industrial and Organizational Ps…
• Eller Professorship, 2016-present
• Stephen P. Robbins Professorship, 2013-2016
• Brian Lesk Faculty Fellowship, 2006-2013