Stephanie M. Merritt, Ph.D.

Dr. Stephanie Merritt is a Professor of Global Leadership and Management with a focus on Organizational Behavior and Human Resource Management. She holds a Ph.D. from Michigan State University. Prior to joining the Department of Global Leadership and Management, she was a member of the faculty of the Department of Psychological Sciences, where she chaired 8 completed PhDs in Industrial-Organizational Psychology. Her primary research interests include employee turnover, human-technology interaction, and job attitudes. Her work has been published in journals including The Journal of Applied Psychology, Personnel Psychology, Human Factors, Journal of Organizational Behavior, and The Journal of Business and Psychology. Dr. Merritt teaches courses related to organizational behavior, human resource management, industrial-organizational psychology, quantitative methods, and qualitative methods.

Education

Ph.D. (Psychology, Industrial/Organizational Emphasis), Michigan State University, 2007

M.A. (Psychology, Industrial/Organizational Emphasis), Michigan State University, 2005

B.S. (Psychology), Truman State University, 2002

Courses

MGMT 3600 – Organizational Behavior

BUS AD 7102 – Qualitative Methods I

Awards

Global Leadership and Management Research Impact Award (2024)

Anheuser-Busch Teaching Award - Graduate Track (2022)

Finalist - Human Factors and Ergonomics Society Annual Prize (2014)

Best Paper Published in Human Factors (2008)

Research & Publications

Merritt, S. M., Boyle, E., Johnson, C., Niemann, P., & Parsley, S. (2025). To escape the pain: Paths to voluntary turnover, social pain, and influences on the selection of a new job role. Journal of Organizational Behavior, 46(1), 131-169. 

Merritt, S. M., Ryan, A. M., Gardner, C., Liff, J., & Mondragon, N. (2025). Gendered competencies and gender composition: An AI versus Human Evaluator Comparison. International Journal of Selection and Assessment, 32(2), 225-248.

Merritt, S. M., & Lynch, E. (2023). Weight and gender bias in observer perceptions of organizational leadership: Effects of perceived leader prototypicality and unit performance. Journal of Applied Social Psychology, 53(3),242-256.

Bryant, W., & Merritt, S. M. (2021). Unethical pro-organizational behavior and positive leader-employee relationships. Journal of Business Ethics, 168(4), 777-793.

Merritt, S., Shirase, L., & Foster, G. (2020). Normed Images for X-ray Screening Vigilance Tasks. Journal of Open Psychology Data, 8(1).

Merritt, S. M., Ako-Brew, A., Bryant, W. J., Staley, A., McKenna, M., Leone, A., & Shirase, L. (2019). Automation-Induced Complacency Potential: Development and Validation of a New Scale. Frontiers in Psychology, 10.

Merritt, S. M., Lee, D., Unnerstall, J., & Huber, K. (2015).  Are well-calibrated users effective users? Associations between calibration of trust and performance on an automation-aided task. Human Factors, 57, 34-47.

Merritt, S. M., Heimbaugh, H., LaChapell, J., & Lee, D. (2013).  Effects of implicit attitudes toward automation on trust in an automated system. Human Factors, 55, 520-534.

Merritt, S. M. (2012). The two-factor solution to Allen and Meyer’s (1990) Affective Commitment Scale: Effects of negatively worded items. Journal of Business and Psychology, 27, 421-436.

Merritt, S. M., & Ilgen, D. R. (2008). Not all trust is created equal: Dispositional and history-based trust in human-automation interactions. Human Factors, 50(2), 194-210.