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Chris ParkerChris Parker, Ph.D.
Associate Professor of Psychology

Phone: (815)753-0734
Fax: (815)753-8088
cparker@niu.edu
Office: PM 557
Personal Web Page

EDUCATION

Ph.D.: Rice University, Houston, TX, 1995

RESEARCH INTERESTS

Psychological and Organizational Climate, Job Satisfaction and Employee Work Attitudes, Leadership, Organizational Politics.

FREQUENTLY TAUGHT CLASSES

  • Psych 332 Personality
  • Psych 606 Experimental Design (Correlation & Regression)
  • Psych 619 Psychology of Training and Organizational Development
  • Psych 671D Structural Equation Modeling

REPRESENTATIVE PUBLICATIONS

  • Baltes, B., Parker, C., Huff, J., & Altmann, R. (2004).  The practical utility of importance measures in assessing the relative importance of work related perceptions and organizational characteristics on work related outcomes.  Organizational Research Methods, 7, 326-340.
  • Baltes, B. B., & Parker, C. P.  (2000).  Reducing the effects of performance expectations on behavioral ratings.  Organizational Behavior and Human Decision Processes, 82, 237-267.
  • Parker, C. P.  (1999).  A test of alternative hierarchical models of psychological climate:  PCg, satisfaction, or method effects?  Organizational Research Methods, 2, 257-274.
  • Parker, C. P., Baltes, B. B., & Christiansen, N. (1997).  Support for affirmative action, justice perceptions, and work attitudes:  An analysis of gender and racial/ethnic group differences.  Journal of Applied Psychology, 82, 376-389.
  • Parker, C. P., Baltes, B., Young, S., Altmann, R., LaCost, H., Huff, J., & Roberts, J. E. (2003).  Relationships between psychological climate perceptions and work outcomes:  A meta-analytic review.  Journal of Organizational Behavior, 24, 389-416.
  • Wagner, S., Parker, C. P., Christiansen, N.  (2003).  Employees that think and act like owners:  Effects of ownership beliefs and behaviors on organizational effectiveness.  Personnel Psychology, 56, 847-871.
  • Young, S. A. & Parker, C. P.  (1999).  Predicting collective climates:  Assessing the role of shared work values, needs, employee interaction and work group membership.  Journal of Organizational Behavior, 20, 1189-1218.