Keri K . Stephens
Dr. Keri Stephens’ research program explores the interplay of communication and technologies by examining organizational practices and organizing processes, especially in contexts of crisis, disaster, and health.
Her two most recent books are New Media in Times of Crisis (2019, Routledge), and Negotiating Control: Organizations and Mobile Communication (2018, Oxford University Press). She has authored over 80 articles appearing in top research journals, proceedings, and books. In 2018 she was inducted into the UT Academy of Distinguished Teachers (4 awards given), in 2016 she was awarded the President’s Associates Teaching Excellence Award (7 given), in 2017 she was CSGS Professor of the Year, and in 2013 she received the Eyes of Texas Excellence Award for Teaching and Mentoring.
Prior to academia, Dr. Stephens used her undergraduate biochemistry degree by working in the analytical chemistry industry, technical sales, corporate training, and project management.
Supervisors: Dr. Ron Rice and Dr. Larry Browning
Her two most recent books are New Media in Times of Crisis (2019, Routledge), and Negotiating Control: Organizations and Mobile Communication (2018, Oxford University Press). She has authored over 80 articles appearing in top research journals, proceedings, and books. In 2018 she was inducted into the UT Academy of Distinguished Teachers (4 awards given), in 2016 she was awarded the President’s Associates Teaching Excellence Award (7 given), in 2017 she was CSGS Professor of the Year, and in 2013 she received the Eyes of Texas Excellence Award for Teaching and Mentoring.
Prior to academia, Dr. Stephens used her undergraduate biochemistry degree by working in the analytical chemistry industry, technical sales, corporate training, and project management.
Supervisors: Dr. Ron Rice and Dr. Larry Browning
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Papers by Keri K . Stephens
There are several reasons that WHPs struggle in achieving documentable objectives, and there is theory-driven research suggesting new ways to understand what might improve the outcomes of WHPs. Privacy and surveillance concerns have dominated the WHP conversation in countries like the U.S. due to fears that health data might be used to fire employees. Another concern is the need to tailor workplace health messages for diverse cultures, ethnicities, and gender identities. Two other concerns relate the power differentials inherent in workplace hierarchies to overt and covert pressure employees feel to participate and meet what is defined as an ideal level of health. While these are major concerns that could be difficult to overcome, several theories provide guidance for how we might improve participation and produce positive behavioral outcomes. Employees who feel a part of their organization, or are identified with their group, are more likely to view health information originating from their organizational positively. There is growing evidence that certain technologies might also tap into feelings of identification and help promote the uptake of workplace health information. It also appears that workplaces recognized as having norms for a safety and health cultures might be more influential in improving health, safety, and risk behaviors. Recognizing boundaries between employee and workplace can also be fruitful in understanding the ethics and legality of WHPs. Finally, program evaluation must become an integrated part of these programs to effectively evaluate their impact.
This chapter focuses on the changing role of HRD now that information and communication technologies (ICTs) are a central part of most organizations. We will discuss contemporary issues like social media, cybervetting (evaluating job applicants online), online training, and trends in dispersed meeting practices and personal technology use. We frame this discussion by examining how eHRM has influenced traditional human resource functions.
Communication with organizational stakeholders is complex and it has risen in importance, due largely to the vast technology landscape of today (Verčič, Verčič, & Sriramesh, 2012). People have more access to information and communication technologies (ICTs) that affords them many options for retrieving and sharing information. Research suggests that workers use a wide variety of over 20 different ICTs, with 88% of people using email at work, 85% using an Intranet (D’Urso & Pierce, 2009), and a rising number (15%) using newer tools such as Twitter (Smith & Brenner, 2012). While several other chapters in this book have discussed ICTs in general, this chapter focuses on two major changes in communication practices—organizational translucency and eHRM, or self-service HR—that have resulted from the pervasiveness of ICTs. Before discussing these changes, we will provide an overview of the diverse fields and theoretical perspectives that have guided the research in this broad area of organizational ICT use.
There are several reasons that WHPs struggle in achieving documentable objectives, and there is theory-driven research suggesting new ways to understand what might improve the outcomes of WHPs. Privacy and surveillance concerns have dominated the WHP conversation in countries like the U.S. due to fears that health data might be used to fire employees. Another concern is the need to tailor workplace health messages for diverse cultures, ethnicities, and gender identities. Two other concerns relate the power differentials inherent in workplace hierarchies to overt and covert pressure employees feel to participate and meet what is defined as an ideal level of health. While these are major concerns that could be difficult to overcome, several theories provide guidance for how we might improve participation and produce positive behavioral outcomes. Employees who feel a part of their organization, or are identified with their group, are more likely to view health information originating from their organizational positively. There is growing evidence that certain technologies might also tap into feelings of identification and help promote the uptake of workplace health information. It also appears that workplaces recognized as having norms for a safety and health cultures might be more influential in improving health, safety, and risk behaviors. Recognizing boundaries between employee and workplace can also be fruitful in understanding the ethics and legality of WHPs. Finally, program evaluation must become an integrated part of these programs to effectively evaluate their impact.
This chapter focuses on the changing role of HRD now that information and communication technologies (ICTs) are a central part of most organizations. We will discuss contemporary issues like social media, cybervetting (evaluating job applicants online), online training, and trends in dispersed meeting practices and personal technology use. We frame this discussion by examining how eHRM has influenced traditional human resource functions.
Communication with organizational stakeholders is complex and it has risen in importance, due largely to the vast technology landscape of today (Verčič, Verčič, & Sriramesh, 2012). People have more access to information and communication technologies (ICTs) that affords them many options for retrieving and sharing information. Research suggests that workers use a wide variety of over 20 different ICTs, with 88% of people using email at work, 85% using an Intranet (D’Urso & Pierce, 2009), and a rising number (15%) using newer tools such as Twitter (Smith & Brenner, 2012). While several other chapters in this book have discussed ICTs in general, this chapter focuses on two major changes in communication practices—organizational translucency and eHRM, or self-service HR—that have resulted from the pervasiveness of ICTs. Before discussing these changes, we will provide an overview of the diverse fields and theoretical perspectives that have guided the research in this broad area of organizational ICT use.