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Beth Humberd


image of Beth Humberd
Beth HumberdAssociate Professor

Research Interests

Dr. Humberd is an expert on issues of worker identity, gender & diversity, relational dynamics in organizations, and the changing nature of work and professions.

Education

  • BS: Business Administration, Babson College - Babson Park, MA
  • MBA: Management, Bentley University, McCallum Graduate School of Business - Waltham, MA
  • MS: Organization Studies, Boston College, Carroll School of Management - Chestnut Hill, MA
  • Ph D: Organization Studies, (2014), Boston College, Carroll School of Management - Chestnut Hill, MA

Biography

Beth Humberd, Ph.D., is an Associate professor of management in the Manning School of Business.

Dr. Humberd is an expert on issues of worker identity, gender & diversity, relational dynamics in organizations, and the changing nature of work. Her scholarly research examines how individuals experience their work and non-work identities amidst broader societal and organizational shifts, as well as how social dynamics in organizations shape important individual and organizational outcomes. Her work has been published in top academic journals such as Academy of Management Review, MIT Sloan Management Review, Human Resource Management, Personnel Psychology, and Harvard Business Review, and has been featured in many popular press outlets, such as the NPR, New York Times, Fast Company, and the Wall Street Journal.

She began her professional career in the financial advisory services consulting practice at PricewaterhouseCoopers, and then spent six years working in a variety of corporate finance roles at Boston Scientific Corporation. She left industry to pursue academic interests, receiving her Ph.D. in Organization Studies from the Carroll School of Management at Boston College in 2014. She is currently a tenured professor in the management department of the Manning School of Business at UMass Lowell where she teaches organizational behavior to undergraduates and graduate students.

Selected Publications

  • Humberd, B., Clair, J.A., Rouse, E. (2020). Employee Demographics Don’t Have to Be at Odds with Employees’ Identities. Harvard Business Review
  • Jones, K., Clair, J.A., King, E., Humberd, B., Arena, D. (2020). How help during pregnancy can undermine self-efficacy and increase postpartum intentions to quit. Personnel Psychology, 73(3) 431-458.
  • Clair, J.A., Humberd, B., Rouse, E.D., Jones, E.B. (2019). Loosening Categorical Thinking: Extending the Terrain of Theory and Research on Demographic Identities in Organizations. Academy of Management Review, 44(3) 592 - 617.
  • Latham, S.F., Humberd, B. (2018). Four Ways Jobs Will Respond to Automation. MIT Sloan Management Review, (online first).
  • Ladge, J.J., Humberd, B., Eddleston, K. (2018). Retaining Professionally-Employed New Mothers: The Importance of Maternal Confidence to Their Intent to Stay. Human Resource Management, 57(4) 855-868.
  • Humberd, B., Rouse, E.D. (2016). Seeing you in me and me in you: Personal identification in the phases of mentoring relationships. Academy of Management Review, 41(3) 435–455.
  • Ladge, J.J., Humberd, B., McNett, J. (2016). The Other Half: Views of Fatherhood in the Organization (pp. 267–285). Springer International Publishing
  • Harrington, B., Humberd, B., Van Deusen, F. (2016). Work–Family Issues for Men (pp. 441). Oxford University Press
  • Clair, J.A., Jones, K., King, E., Humberd, B. (2016). The Right & Wrong Way to Help Pregnant Workers. Harvard Business Review
  • Humberd, B., Clair, J.A., Creary, S.J. (2015). In our own backyard: when a less inclusive community challenges organizational inclusion. Equality, Diversity and Inclusion: An International Journal, 34(5) 395–421.
  • Humberd, B., Ladge, J.J., Harrington, B. (2015). The “new” dad: Navigating fathering identity within organizational contexts. Journal of Business and Psychology, 30(2) 249–266.
  • Ladge, J.J., Humberd, B., Watkins, M.B., Harrington, B. (2015). Updating the organization MAN: An examination of involved fathering in the workplace. The Academy of Management Perspectives, 29(1) 152–171.
  • Clair, J.A., Humberd, B., Caruso, H.M., Roberts, L.M. (2012). Marginal memberships: Psychological effects of identity ambiguity on professionals who are demographically different from the majority. Organizational Psychology Review, 2(1) 71–93.
  • Stewart, M.M., Crary, M., Humberd, B. (2008). Teaching value in diversity: On the folly of espousing inclusion, while practicing exclusion. Academy of Management Learning & Education, 7(3) 374–386.