Professor Tony Travaglione
Office PVC - Business and Law
- Phone:(02) 4921 7979
Professor Tony Travaglione commenced his appointment as Pro Vice-Chancellor of Business and Law in late March 2017.
Tony held the role of Pro Vice-Chancellor at the Curtin Business School prior to joining the University of Newcastle. As Pro Vice-Chancellor, Professor Travaglione led a number of major projects including the establishment of Curtin’s Law School. He was also instrumental in the creation of the Bankwest Curtin Economic Centre, an initiative recognised in the recent Business/Higher Education Round Table awards as the joint winner of the Ashley Goldsworthy Award for Sustained Collaboration between Business and Tertiary Education.
Prior to being Pro Vice-Chancellor, Professor Travaglione held several senior academic positions, including Head of School of Management at Curtin, Dean of the Graduate School of Business at the University of Adelaide, and Head of Research at the Workplace Research Centre at the University of Sydney. He has also held the position of Visiting Professor at Stanford University where he taught MBA students at the Stanford Graduate School of Business. Professor Travaglione holds a PhD in Management and a Master’s Degree in Industrial Relations from the University of Western Australia.
In 1998, Professor Travaglione was awarded a Doctor of Philosophy from the University of Western Australia. Since then, he has been published over 100 times in the areas of change management, organisation commitment, workplace trust and emotional intelligence. Professor Travaglione’s recently published book ‘Organisational Behaviour on the Pacific Rim’ is currently the best selling management textbook throughout Australia.
Throughout his career, Professor Travaglione has maintained a strong engagement with the business community having delivered research and other projects for organisations including ANZ bank, BHP, QANTAS, Nespresso, Main Roads Western Australia, Westrail, Hunter Area Health, and Centrelink. He has also conducted projects for international organisations like Norwich Union, Royal Sun Alliance, Midland Bank, Guinness Brewing and London Underground. Professor Travaglione has shared the findings of his consulting experiences through presentations to American Academy of Management, the British Academy of Management, the International Work Psychology Conference and the Australian Industrial and Organisational Psychology Conference.
- PhD, University of Western Australia
- Bachelor of Business, Curtin University of Technology
- Master of Industrial Relations, University of Western Australia
- change management
- emotional intelligence
- organisation commitment
- workplace trust
Fields of Research
|150305||Human Resources Management||50|
|Dates||Title||Organisation / Department|
|28/03/2017 -||Pro Vice-Chancellor Business and Law||The University of Newcastle
|31/01/2011 - 28/02/2017||Pro Vice-Chancellor, Curtin Business School||Curtin University
|31/01/2008 - 31/01/2011||Professor of Management, Head of School of Management||Curtin University
|31/01/2007 - 31/12/2007||Director of Research, Workplace Research Centre||University of Sydney
|31/01/2007 - 31/12/2007||Director of Research, Workplace Research Centre||University of Sydney
|31/01/2004 - 31/01/2006||Sub-Dean Corporate Relations and Professor of Management||Charles Sturt University
|31/01/2002 - 31/01/2003||Dean and Professor of Management, Graduate School of Business||University of Adelaide
|31/01/2000 - 31/01/2002||Director, Professor of Management, Graduate School of Business||University of Newcastle
|1/01/1999 - 31/01/2000||Associate Professor and Associate Director, Graduate School of Management||The University of Western Australia
For publications that are currently unpublished or in-press, details are shown in italics.
Book (8 outputs)
|2016||Travaglione A, McShane S, Olekalns M, Newman A, Organisational Behavior, Emerging Knowledge, Global Insights., McGraw-Hill, Sydney (2016)|
|2010||McShane S, Olekalns M, Travaglione A, Organisational Behavior on the Pacific Rim, McGraw-Hill, Sydney (2010)|
|2007||Basu P, OÂ¿Neill G, Travaglione A, Engagement and change: Exploring management, economic, and finance implications of a global environment, Australian Academic Press, Queensland, Australia (2007)|
|Show 5 more books|
Chapter (1 outputs)
|2007||Travaglione A, Hosie P, Sevastos P, 'Happy high performance managers', Engagement and change: exploring management, economic and finance implications of a globalising environment, Australian Academic Press, Brisbane, Queensland 1-10 (2007)|
Journal article (17 outputs)
Travaglione A, Scott-Ladd B, Hancock J, Chang J, 'Managerial support: Renewing the role of managers amidst declining union support for employees', Journal of General Management, 43 24-32 (2017)
Â© 2017, Â© The Author(s) 2017. This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of manageria... [more]
Â© 2017, Â© The Author(s) 2017. This study investigates how Australian employees perceive managerial support and the influence of union membership on their perception of managerial support using data from 4124 employed persons in Australia across a range of industry sectors. The results indicate that employee perceptions of the work environment (control over working hours, job security, pay equity and safety) influence their perceptions of managerial support, regardless of union membership. The findings imply that managers have a critical role to play in supporting the needs of employees, particularly as organizations confront the challenges posed by aging workforces, growing skill shortages and an increasingly diverse and mobile workforce. This article addresses the call for organizations to provide more support to their employees from governments and management scholars. It also addresses the issue of managers taking on greater prerogative as employee advocates in the light of declining union influence.
Chang J, Travaglione A, O'Neill G, 'Job attitudes between unionized and non-unionized employees', INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS, 25 647-661 (2017)
O'Neill G, Travaglione A, McShane S, Hancock J, Chang J, 'Converting values awareness to values enactment through frame-of-reference training', INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS, 25 536-558 (2017)
|2016||Travaglione A, Chang J, O'Neill G, 'Demographic factors and risk perceptions at work: how safe do employees feel?', Journal of Health, Safety and Environment, 32 125-135 (2016) [C1]|
Chang J, O'Neill G, Travaglione A, 'Demographic influences on employee trust towards managers', INTERNATIONAL JOURNAL OF ORGANIZATIONAL ANALYSIS, 24 246-260 (2016) [C1]
Chang J, O'Neill G, Travaglione A, 'Towards an industry-tailored management approach: A study of retail employee attitudes', Journal of General Management, 41 45-59 (2015)
Â© 2015 The Braybrooke Press Ltd. The ubiquity of retail employment makes it one of the most important sectors in the economy but economic downturn, foreign competition, and loomi... [more]
Â© 2015 The Braybrooke Press Ltd. The ubiquity of retail employment makes it one of the most important sectors in the economy but economic downturn, foreign competition, and looming technological developments threaten to diminish the employment opportunities it offers. In consideration of the workforce- related adjustments that retail businesses are likely to experience from changes in the sector, this study examines attitudinal differences between retail employees and the general workforce. The theoretical perspective of this study is that employees from different industries have unique attitudes toward the work environment, given industry-specific environmental and situational influences. The empirical analysis uses data obtained from a survey of over 6000 Australian workers to test attitudinal work environment variables between retail employees and non-retail employees. The findings reveal that retail employee attitudes are dissimilar from that of the general workforce, which implies that employee attitudinal profiles differ between industries, and general management programmes and practices should therefore be tailored accordingly.
Chang J, Travaglione A, O'Neill G, 'How can gender signal employee qualities in retailing?', JOURNAL OF RETAILING AND CONSUMER SERVICES, 27 24-30 (2015)
Chang J, Connell J, Burgess J, Travaglione A, 'Gender wage gaps in Australian workplaces: Are policy responses working?', Equality, Diversity and Inclusion, 33 764-775 (2014)
Â© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses a... [more]
Â© Emerald Group Publishing Limited. Purpose - The purpose of this paper is to focus on the implications of the gender wage gap in Australia, before considering policy responses and their effectiveness at both the government and workplace levels. Design/methodology/approach - The method concerns an extensive literature review and an examination of secondary data and reports relating to workplace gender equality and data. Findings -While the gender wage gap in most OECD countries has decreased over time, in Australia the gap has increased, with the largest contributory factor identified as gender discrimination. Consequently it is proposed that current policy responses supporting women in the workplace appear to be ineffective in closing gender wage gaps. Research limitations/implications - Further research is recommended to identify the impact of gender equality policies on hiring decisions and whether such decisions include an unwillingness to hire or promote women. As findings were based on secondary data, it is recommended that future research include workplace surveys and case studies. Practical implications - It is suggested that articles such as this one can assist in guiding public policy and workplace decisions on gender wage equality issues, in addition to providing human resource leaders with the information to make better decisions relating to gender equality. Originality/value - This paper suggests that current policy responses may not only be ineffective in closing the gender wage gap, but may even exacerbate it as employers may avoid hiring women or continue to pay them less than men, due to costs incurred when attempting to meet policy directives.
Perryer C, Jordan C, Firns I, Travaglione A, 'Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support', Management Research Review, 33 911-923 (2010)
Purpose: The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective ... [more]
Purpose: The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective is to identify practical as well as theoretical implications of the relationships. Design/methodology/approach: This research was undertaken via a questionnaire in a large Australian public sector organization. Findings: The interaction between POS and organizational commitment was a significant predictor of turnover intention. Employees with low levels of commitment, but high levels of support from the organization, are less likely to leave the organization. Research limitations/implications: This is a cross-sectional study, using self-reports for independent and dependent variables. Practical implications: As POS was found to influence turnover, this provides an avenue of approach for managers struggling to retain valuable employees whose commitment alone may not be enough to prevent them from leaving. Originality/value: The paper examines the impact of POS, a neglected variable in the study of turnover intention, and in particular in its interactive effect between commitment and turnover. Â© Emerald Group Publishing Limited.
Scott-Ladd B, Travaglione A, Marshall V, 'Causal inferences between participation in decision making, task attributes, work effort, rewards, job satisfaction and commitment', Leadership and Organization Development Journal, 27 399-414 (2006)
Purpose - Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and c... [more]
Purpose - Regulatory frameworks in Australia encourage employee participation in decision making (PDM) on the basis that participation benefits work effort, job satisfaction and commitment. Although the literature supports this premise, there is little evidence that patterns of causal inference in the relationship are clearly understood. This study aims to examine for structural and causal inference between PDM and the work environment over time. Design/methodology/approach - Structural equation modeling was used to examine longitudinal, matched sample data for causal inferences. Findings - The paper finds that participation in decision making appears to promote job satisfaction and commitment, whereas task variety and work effort foster participation. Research limitations/implications - The use of quantitative, self report data, small samples and cross industry data as well as possible overlap between commitment foci may limit the transferability of the findings. It is also important to note causality is merely inferred. Practical implications - Although participation in decision making positively influences work effort, autonomy and commitment, practitioners need to be mindful of keeping a balance between employee and employer needs. Job satisfaction and commitment are at risk in the long term if participation is viewed merely as a survival strategy for coping with work effort and task variety. Originality/value - The paper examines inferred causality within a participative decision-making framework and addresses the previously neglected need for multi-site and longitudinal studies.
Cross BM, Travaglione A, 'The times they are a-changing: who will stay and who will go in a downsizing organisation?', Personnel Review, 33 275-290 (2004) [C1]
Ferres N, Connell JA, Travaglione A, 'Co-worker trust as a social catalyst for constructive employee attitudes', Journal of Managerial Psychology, 19 608-622 (2004) [C1]
Connell JA, Ferres N, Travaglione A, 'Engendering trust in manager-subordinate relationships: Predictors and outcomes', Personnel Review, 32 569-587 (2003) [C1]
Albrecht S, Travaglione A, 'Trust in public-sector senior management', INTERNATIONAL JOURNAL OF HUMAN RESOURCE MANAGEMENT, 14 76-92 (2003)
|2003||Connell JA, Ferres N, Travaglione A, 'Trust in the workplace: The importance of interpersonal and organisational support', Journal of Management Research, 3 113-118 (2003) [C1]|
Savery LK, Travaglione A, Firns IGJ, 'The links between absenteeism and commitment during downsizing', PERSONNEL REVIEW, 27 312-+ (1998)
|Show 14 more journal articles|
Conference (7 outputs)
Hartnett NA, Travaglione A, 'Trust and Financial Planning', Conference Proceedings (2004) [E1]
|2003||ICCM, 'Emotional intelligence in organisations' (2003)|
|2003||ICCM, 'Emotional intelligence in organisations' (2003)|
|2001||Ferres N, Travaglione A, Firns I, Jordon C, Ozsdolay L, 'The relevance of organizational commitment and trust amongst generation-x employees', Eighth Annual International Conference on Advances in Management (2001) [E3]|
|2001||Ferres N, Travaglione A, Firns I, 'Attitudinal Differences Between Generation-X and Older Employees', ? (2001) [E3]|
|2001||Ferres N, Travaglione A, Connell JA, 'Engendering Trust in the Workplace: The importance of interpersonal and organizational support', European Institute for Advanced Studies in Management, Trust within and between Organisations. (2001) [E3]|
|2001||Ferres N, Travaglione A, Connell JA, 'Transformational Leadership: Still the Model for 21st Century Organisations', Leadership in the 21st Century: An Alternative Approach (2001) [E3]|
|Show 4 more conferences|
Grants and Funding
|Number of grants||1|
Click on a grant title below to expand the full details for that specific grant.
20061 grants / $390,000
Main Roads Western Australia$390,000
Australian Research Council Linkage Grant (total value of industry and ARC funding was $390,000)- this 3 year research program investigated the alignment of corporate values with leadership strategy.
Funding body: ARC
|Scheme||Australian Research Council Linkage Grant|
|Type Of Funding||Aust Competitive - Commonwealth|