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Dr. Anupriya Singh

Anupriya Singh profile picture
Associate Professor / Faculty of Education and Professional Studies - School of Business
Position
Full-time Faculty
Extension
4112
Website
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About
Dr. Anupriya Singh is Associate Professor in the School of Business at Nipissing University. She has extensive teaching experience in OB & HRM stream for courses at graduate and under-graduate level. She did her doctorate from Faculty of Management Studies, University of Delhi, India in performance management in 2010. Prior to joining Nipissing University, she has taught as Sessional Lecturer at Gordon S. Lang School of Business and Economics, University of Guelph and as Associate Professor at Lal Bahadur Shastri Institute of Management, Delhi. She has also been a Visiting Scholar at University of Massachusetts, Boston.


Her primary teaching interests include organizational behavior, strategic human resource planning, training and development, employee performance management, recruitment and selection. She has also taught executive education courses on leadership development, conflict management, communication, and negotiation skills.
Education
BBE (Bachelor's of Economics), University of Delhi
MBA, Kurukshetra University
PhD, University of Delhi
Research

Dr. Singh’s primary research areas include talent management, organizational behavior, and strategic HR practices. Her research aims to identify the key drivers of employee engagement and investigate how organizations can create environments that support employee well-being. This includes studying the effects of workplace spirituality, workgroup identification, toxic leadership, bullying, and workplace favoritism on employees’ performance and well-being. She is also keen on investigating the impact of a nurturing work environment on employees’ psychological ownership, empowerment, and retention, facilitating employees’ contribution to long-term organizational success.

Publications

Refereed publications

  1. Srivastava, S., Singh, A. and Bali, S. (2024), "Does psychological empowerment transmit the effects of organizational justice on employees' knowledge sharing? A study on the Indian hospitality industry", Benchmarking: An International Journal, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/BIJ-03-2023-0157(ABDC ranked ‘B’) 
  2. Chaudhary, R., Singh, A. & Srivastava, S. (2023), “Does workplace spirituality promote ethical voice: Examining the mediating effect of psychological ownership and moderating influence of moral identity”, Journal of Business Ethics, https://doi.org/10.1007/s10551-023-05558-y (ABDC ranked ‘A’, FT 50) 
  3. Singh, A. and Srivastava, S. (2023), "Consequences of workplace bullying on hotel employees: A three-wave longitudinal approach", International Journal of Conflict Management, Vol. 34 No. 5, pp. 982-1003. https://doi.org/10.1108/IJCMA-03-2023-0053 (ABDC ranked ‘A’) 
  4. Singh, A. (2022), "Work engagement, affective commitment, and career satisfaction: the mediating role of knowledge sharing in context of SIEs", Benchmarking: An International Journal, Vol. 29 No. 10, pp. 3302-3332. (ABDC ranked ‘B’) https://doi.org/10.1108/BIJ-01-2021-0016
  5. Singh, A. (2019) “Examining the role of performance planning, continuous feedback and employee participation in improving perceived system knowledge: Evidence from Indian software services context”. International Journal of Indian Culture and Business Management, 19(4), 452 – 464. (Journal indexed with ProQuest and JGATE) https://doi.org/10.1504/ijicbm.2019.104792 
  6. Singh, A. (2018). “Continuous performance-based feedback and justice perceptions: evidence for mediation by experienced participation”. IIMB Management Review, 30 (2), 137 – 142. (ABDC ranked ‘B’) https://doi.org/10.1016/j.iimb.2018.01.005 
  7. Singh, A. (2016). “Salient aspects of software professionals’ performance context: a qualitative study”. South Asian Journal of Human Resource Management, 3 (2), 129 -153.  (ABDC ranked ‘C’) https://doi.org/10.1177/2322093716674548 
  8. Singh, A. (2013). “Perceptions of software professionals regarding performance management process dimensions, perceived system knowledge, justice and their inter-relationship: an exploratory study.” Vikalpa: The Journal for Decision Makers, 38 (2), 41-61. (Journal indexed with SCOPUS, EBSCO and JGATE.)   https://doi.org/10.1177/0256090920130203 
  9. Singh, A. (2012). “Performance management system design, implementation and outcomes in indian software organizations: a perspective of HR managers”. South Asian Journal of Management, 19(2), 98 – 119. (ABDC ranked ‘C’)
  10. Singh, A. & Agarwala, T. (2011). “Software services industry context and performance management”. Vision, the Journal of Business Perspective. 15(1), 49-59.  (Was rated as one of the top downloaded articles in 2011 in this journal by SAGE).  (ABDC ranked ‘C’). https://doi.org/10.1177/097226291101500106

Refereed journal case studies

  1. Singh, A. (2019). Qualitative research: Exploring the performance context in software services industry. SAGE Research Methods Cases. http://dx.doi.org/10.4135/9781526480729

Refereed Conferences Proceedings

  1. Singh, S. & Singh, A. (2019). “Decade’s progress and emerging trends in training strategies & delivery - a way forward” GLOGIFT-19 Flexible Systems Management, Dec 6 – 8, IIT Roorkee, India.
  2. Singh, A. (2014). Examining the Role of Performance Planning, Feedback and Employee Participation in Improving PSK: Evidence from Software Services Context. Eastern Academy of Management Annual Meeting, May 7 – 10, 2014, Rhode Island, USA.
  3. Singh, A. (2013). Role of Continuous Performance-Based Feedback and Employee Participation in Performance Management in Improving Employees’ Justice Perceptions Regarding Performance Management System. Southern Management Association Annual Meeting, November 5-9, 2013, New Orleans, Louisiana, USA.