BA, MA, MBA, PhD
- Organizational Behaviour
Contact InformationPh: 709.864.8513
Dr. Michael Withey’s research focuses on the interactive effects of situational factors and individual differences on workplace behaviour. Current research projects include a theoretical argument that dependence can be experienced as either positive or negative and empirical investigations of the effects of mutual dependence and power imbalance on employee behaviour, the effects of organizational commitment profiles on discretionary employee behavior, and the relationship between strong situations and organizational trust.
Before undertaking an academic career, Dr. Withey worked both as a computer programmer and a research assistant. Dr. Withey joined the Faculty of Business Administration at Memorial University in 1984 and was the director of the master of employment relations program from 2003 to 2006. Dr. Withey completed a bachelor of arts (BA) honours at Queen’s University in 1975, a master of arts (MA) (psychology; 1978) at McMaster University and a master of business administration (MBA) (1981) and a doctor of philosophy (PhD) in management (1986) at Queen’s University.
- Gellatly, I.R. & Withey, M.J. (2013). Profiles of Organizational Commitment: Implications for Perceived Constraint and Voluntary Work Behaviour. Presented at the Society for Industrial and Organizational Psychologists, Houston, TX, April 11-14.
- Gellatly, I.R. & Withey, M.J. (2012). Trust in the Organization, Affective Commitment and Bureaucratic Control. Journal of Trust Research, 2, 31-52.
- Gellatly, I.R. & Withey, M.J. (2011). Feeling Enabled and Situational Strength: The Role of Bureaucratic Structure. Presented at the annual meeting of the Academy of Management, San Antonio, TX.
- Cooper, W.H. & Withey, M.J. (2009). The Strong Situation Hypothesis. Personality and Social Psychology Review, 13, 62-72.