Andrew Luchak

Research

Research Interests

• Pensions, deferred compensation and other rewards
• Individual differences, work attitudes and behaviors
• Union and employee voice
• Strategic HRM, family business and entrepreneurship

Major Research Grants

2007-2011:

SSHRC General Research Grant, Human Resource Architecture: The Prevalence, Design and Consequences of Different Configurations of Human Resource Practices within the Same Establishment, $57,726.

2001–2005:

SSHRC General Research Grant, The Role and Functions of Occupational Pension Plans in Canada, $72,300.

2000–2001:

Human Resources Development Canada (HRDC) Research and Innovation Project, Regional Aspects of Employment Relations Policy in Canada, $117,000 (with Morley Gunderson).

1996-2000:

SSHRC General Research Grant, Employer-Sponsored Pension Plans: An Empirical Analysis of Employees' Behaviour under Long-Term Employment Contracts, $41,250.

Selected Publications

Hedberg, L.M., & Luchak, A.A. (2018). One size of SEW does not fit all: The role of founder’s attachment style in shaping SEW preservation goals and HR system design in a family firm. Human Resource Management Review, 28, 33-45.

Pohler, D.M., & Luchak, A.A. (2015). Are unions good or bad for organizations? The moderating role of management’s response. British Journal of Industrial Relations, 53, 423-459.

Pohler, D.M., & Luchak, A.A. (2014). Balancing efficiency, equity and voice: The impact of unions and high involvement work practices on work outcomes. Industrial & Labor Relations Review, 67, 1-32.

Jaskiewicz, P., & Luchak, A.A. (2013). Explaining performance differences between family firms with family and non-family CEOs: It’s the nature of the tie to the family that counts. Entrepreneurship Theory & Practice, 37, 1361-1367.

Luchak, A.A., & Pohler, D.M. (2010). Pensions as psychological contracts: Implications for work outcomes. Industrial Relations, 49, 61-82. 

Luchak, A.A., Pohler, D.M., & Gellatly, I.R. (2008). When do committed employees retire? The effects of organizational commitment on retirement plans under a defined-benefit pension plan. Human Resource Management, 47, 581-599. 

Luchak, A.A., & Gellatly, I.R. (2007). A comparison of linear and non-linear relations between organizational commitment and work outcomes. Journal of Applied Psychology, 92, 783-793.

Gellatly, I.R., Meyer, J.P., & Luchak, A.A. (2006). Combined effects of the three commitment components on focal and discretionary behaviors: A test of Meyer and Herscovitch's propositions. Journal of Vocational Behavior, 69, 331-45.

Luchak, A.A. (2003). What kind of voice do loyal employees use? British Journal of Industrial Relations, 41, 115-134.

Luchak, A.A., & Gunderson, M. (2000). What do employees know about their pension plan? Industrial Relations, 39, 646-670.

Gellatly, I.R., & Luchak, A.A. (1998). Personal and organizational determinants of perceived absence norms. Human Relations, 51, 1085-1102.

Teaching

Teaching Experience

Bachelor of Commerce

• SMO 311: HRM: Managing the Workforce in Canada
• SMO 416: Performance Management and Rewards

Master of Business Administration

• SMO 500: Managing People

Doctor of Philosophy

• SMO 709: Seminar in Human Resource Management

SEM 416 - Strategic Compensation

This Human Resource Management course focuses on how organizations create and implement a total rewards system that aligns with the implementation of strategic goals, desired job behavior, and culture change. It presents an overview of current issues in the field, such as job evaluation, compensation planning, internal consistency, external competitiveness, individual equity, and benefits. Pre- or corequisite: SEM 311. Open to third- and fourth-year students.

SEM 488 - Selected Topics in Organization Theory

Normally restricted to third- and fourth-year Business students. Prerequisites: SEM 201, 301 or 310 or consent of Department. Additional prerequisites may be required.

SEM 500 - Managing People

Introduces students to organizational behavior (OB) and human resource management (HRM), and how to generate energy and commitment in employees. Examines options relevant to staffing, performance management, reward systems, leadership, motivation, decision making, communication, labor relations, and current issues in the field of management. Credit will not be given for SEM 500 when ORG A 500 or 503 or 504 have been completed.

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