Professor of Management
Fanton Hall/Welcome Center
The dual questions that shape Martin’s work are, “How can organizations be more effective through people” and “How people can be more effective through organizations?” These questions guide his work on feedback in organizations, careers and aging, and strategic management in the nonprofit, for-profit, and public sectors.
Currently he is Professor of Management at the New School’s Milano School of International Affairs, Management, and Urban Policy in New York City, where he previously served as Associate Dean for Academic Affairs and Chair of the Human Resource Management Program. Prior to joining the New School Martin was Professor of Management at the University of Wyoming where he was Director of the MBA program. Martin’s professional position outside academe include Director of Human Resources Planning and Development at The New York Times Company and Senior Consultant with RHR International.
Martin M Greller, in press, Workforce planning with an aging workforce. In Jerry W. Hedge & Walter C. Borman (eds.), Oxford Handbook of Work and Aging, New York: Oxford University Press.
Martin M. Greller and Sandra B. Richtermeyer, 2006, Changes in social support for professional development and retirement preparation as a function of age. Human Relations, Vol. 59, 1213 – 1234. http://hum.sagepub.com/cgi/content/abstract/59/9/1213
Sandra B. Richtermeyer, Martin M. Greller, and Sean Valentine, 2006, Organization ethics: Measuring performance on this critical dimension. Management Accounting Quarterly, Vol. 7, No. 3, 23 – 30.
Awarded the Silver Lybrand Medal for outstanding paper by the IMA (Institute of Management Accountants).
Martin M. Greller and John H. Jackson, 2005, Doing research on pay equity in support of the political; process: The Wyoming experience. In R. L. Dipboye & A. Colella (editors) Psychological and organizational bases of discrimination at work. (Pp. 409 – 423) San Francisco: Jossey Bass.
•Strategic management as a dynamic process connecting purpose, people, and performance in nonprofit, for-profit, and public sector organizations
•How individual, group, organization, and public policy influence employment in late career.
•Individual and organization feedback.