Paul E. Levy, Ph.D.

Paul E. Levy, Ph.D.

Title: Professor & Vice President and Chief of Staff, Office of the President
Program: Industrial/Organizational Psychology
Dept/Program: Industrial/Organizational Psychology
Office: CAS 315
Phone: 330-972-8369
Curriculum Vitae: Download in PDF format


Paul E. Levy, Ph.D., is a Professor and Chair of the Department of Psychology at The University of Akron and Interim Chair of the Department of Child and Family Development. He is a fellow of the Society for Industrial and Organizational Psychology, the Association for Psychological Science, and the American Psychological Association. Dr. Levy received his Ph.D. in I/O Psychology from Virginia Tech in 1989 when he joined the faculty at UA. His consulting and research interests include performance management, feedback, employee development, motivation, and leadership.  He is the author of one of the leading I/O textbooks in the field and is an active member of many editorial boards. His publications have appeared in the top journals in the discipline such as the Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, and Academy of Management Journal.  He has over 25 years of consulting experience and his clients/sponsors have included the federal government, large private organizations, and local not for profit companies. 


Tseng, S. T., Levy, P. E., Aw Young, S., Thibodeau, R., & Zhang, X. (in press). Frequent feedback in organizations: Panacea or Fad? In J.R. Williams & L.A. Steelman (Eds.), Feedback in the Workplace: Bringing Research and Practice Together. New York, NY: Springer.

Tseng, S. T., & Levy, P. E. (2018). A multilevel leadership process framework of performance management. Human Resource Management Review.

Schleicher, D. J., Baumann, H.M., Sullivan, D., Levy, P.E., Hargrove, D. & Rivera, B. (2018). Putting the system into Performance Management (PM) systems: A review and agenda for PM research. Journal of Management Annual Review Issue, 44 (6), 2209-2245.

Levy, P.E., Cavanaugh, C.M., Frantz, N.B., Borden, L.A., & Roberts, A. (2018). Revisiting the social context of performance management: Performance appraisal effectiveness. In, N. Anderson, C. Viswesvaran, H.K. Sinangil, & D.S. Ones. The Sage Handbook of Industrial, Work, and Organizational Psychology, 2nd edition, London: Sage Publications, 196.

Levy, P.E., Tseng, S.T., Rosen, C.C., & Lueke, S.B. (2017). Performance management: A marriage between practice and science – Just say “I do.”  In M.R.. Buckley, J.R.B. Halbesleben & A.R. Wheeler (Eds.), Research in Personnel and Human Resources Management, Volume 35, 155-213. Amsterdam: Elsevier.

Borden, L., Levy, P. E., & Silverman, S. B. (2017). Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes. Journal of Business and Psychology, 1-20.

Beenen, G., Pichler, S., & Levy, P. E. (2017). Self‐Determined Feedback Seeking: The Role of Perceived Supervisor Autonomy Support. Human resource management56(4), 555-569.