Curriculum Vitae Meriem E. Hodge, Ph.D. Assistant Professor of Political Science

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1 Curriculum Vitae Meriem E. Hodge, Ph.D. Assistant Professor of Political Science 518 University Hall Division of Politics, Administration, and Justice California State University, Fullerton Fullerton, CA Phone: Education Ph.D., Public Administration and Policy, University of Georgia, 2015 M.P.A., University of Georgia, 2011 B.A., Political Science, Miami University, 2008 Research and Teaching Interests Organizational Theory, Organizational Behavior, Organizational Change and Development, Public Management, and American Government. Professional Experience Assistant Professor, California State University, Fullerton, Division of Politics, Administration, and Justice, 2015 to present Research Analyst, Chief Human Capital Officers Council, Office of Personnel Management, Research Assistant, University of Georgia, Department of Public Administration and Policy, , Teaching Assistant, University of Georgia, Department of Political Science, , Analyst Intern, Acquisition and Sourcing Management, Government Accountability Office, 2010

2 Publications Hodge M. Utilizing Feedback to Improve Employee and Organizational Performance. Public Administration Times. August 2013 Revise and Resubmit Papers Hodge M. An Implementation Perspective of No Child Left Behind (NCLB): Why We Must Heed the Lessons Learned from NCLB As We Move Forward With the Every Child Achieves Act. Journal of Ethical Educational Leadership. Working Papers Hodge M, Rainey H. Building More Effective Feedback: Understanding and Differentiating Employee Feedback Preferences" Abstract: Organizations continually strive to maximize their employees performance and feedback is one critically important tool organizations use to improve that performance. It is also an expensive and time-consuming tool, but despite many organization s best efforts, research has shown that feedback is often destructive instead of productive. One reason for this result may be a misalignment between the type and frequency of feedback given to an individual and that individual s feedback preferences. An employee s feedback preferences can play a significant role in how that feedback is received and the extent to which it is effectively leveraged to improve performance. This analysis draws on survey data from 2,100 respondents in four different private sector organizations and one non-profit organization. The results indicate that there are distinct differences in feedback preferences, and that age, the perceptual importance of feedback, organizational level, and level of education, all contribute to an individual s feedback preferences.

3 Hodge M. Feedback Processes in the Public, Private, and Non-Profit Sectors: What s the Difference? Abstract: Research concerning differences between the public, private, and non-profit sectors has received substantial attention, but one underdeveloped area for comparison is feedback-related processes. This study compares survey responses from 2,100 respondents in four private organizations, and one non-profit organization to responses from federal government employees in the 2012 Federal Viewpoint survey. This analysis finds that public sector employees are more likely to agree that their formal performance appraisals are a fair reflection of their performance, but they are less likely than employees in the other sectors to agree that they have enough information to do their jobs well, and less likely to agree that managers communicate the goals and priorities of the organization. Additionally, public sector employees are less likely to believe that they are recognized for providing high quality products and services. These differences have important implications, particularly for public sector organizations striving to retain a high quality workforce. Hodge M. Supervision Revisited: What Characteristics Are Associated With An Individual s Perception of the Quantity of Supervision They Receive? Abstract: The importance of supervision is not novel in the study of management, but consideration for the quantity of supervision has been largely ignored in the literature. This paper, using NASP III data, examines what job characteristics are associated with perceptions of too little supervision and too much supervision. The analysis indicates that perceptions of inadequate authority, job flexibility, managerial trust, and job satisfaction are all associated with assertions of unsatisfactory quantities of supervision. Further, race, age, number of people supervised, and the state of employment were also all indicators of a respondent s likelihood to indicate dissatisfaction with quantity of supervision.

4 Hodge, M. The National Flood Insurance Program: Why It s Drowning In Debt and We Need To Re-think The Policy. Abstract: Congress created the National Flood Insurance Program (NFIP) in 1968 after a series of costly floods because of what was considered a market failure in the private flood insurance market. However, almost fifty years later the program is drowning in debt and is plagued with implementation and enforcement problems. While the aims of the program were noble, there needs to be more thought given to the outcomes and ultimately negative externalities of this program. If it is going to continue, the NFIP needs to undergo a major overhaul of its underlying structure, implementation, and oversight policies to improve its efficiency and effectiveness. Tucker J, Hodge M. Affluence, Risk, and Community Engagement: The Case of Ascon and Huntington Beach. Abstract: Much of the literature on environmental hazards has been centered on the less affluent and more politically disadvantaged populations because they are the most likely to be proximate to industrial and commercial environmental hazards. While this focus on inequity is important, what is less known is how more affluent individuals perceive and react to these threats when the threat is located in their community. In order to understand whether or not there is a difference in the response from more affluent populations, we conducted a survey (n=620) in neighborhoods near a hazardous waste landfill in Huntington Beach, CA. The results suggest that a community s socio-economic status does not have a significant impact on mobilization. Distance from the site, along with the perceived risks of the site, were related to the respondent s overall perceived likelihood of engaging the site as well as actual mobilization activities. These results suggest that mobilization against environmental threats may be less a function of affluence and more related to overall community activity, perceived risks from the site, and proximity to the site. Current Research Projects The Impact of Learning on Discount Rates. (Principal Investigator) The goal of this research is to understand whether or not short-term interventions can have an impact on an individual s discount rate.

5 Conference Presentations 1. Hodge M, Rainey H. How Words Can Improve Organizational Performance: Understanding Employee Preferences to Optimize Feedback. Academy of Management Conference. Philadelphia, PA, August Hodge M, Rainey H. Performance-Related Feedback in Private and Public Organizations: Developing Basic Concepts and Analyzing Feedback at Different Organizational Levels. Public Management Research Association Conference. Madison, WI, June Hodge M. The Feedback Gap: An Empirical Analysis of Supervisor and Subordinate Perceptions of the Feedback Process. Southern Political Science Association Conference. Orlando, FL, January Rainey G, Boal K, Bryson J, Hodge M. Leadership and Motivation in the Public and Private Sectors. Academy of Management Conference. Boston, MA, August Teaching Responsibilities Courses Previously Taught: Introduction to American Government (Undergraduate level) Introduction to Public Management and Policy (Undergraduate level) Organizational Change and Development (M.P.A. level) Organizational Theory (M.P.A. level) Political Science Internship (Undergraduate level)

6 References Dr. David Bradford Dr. Justin Tucker University of Georgia Cal State University, Fullerton Busbee Chair in Public Policy Public Administration Program Director Baldwin Hall 201 C Associate Professor Athens, GA N. State College Blvd. bradfowd@uga.edu Fullerton, CA justintucker@fullerton.edu Dr. Hal G. Rainey University of Georgia Alumni Foundation Distinguished Professor Baldwin Hall 205A Athens, GA hgrainey@uga.edu