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Peter Langford

Peter Langford

Formal Name: Peter Langford

Personal Title: Dr

Position: Senior Lecturer

Organisational Unit: Department of Business

Qualifications:  PhD, MBA, M Clin Psych, B Sc Psych Hons

Telephone: (+61-2) 9850-8020

Fax: (+61-2) 9850-6065

Email: peter.langford@mq.edu.au

Location: Voice Project, Becton Dickinson Building, Level 2

Awards & Career Achievements

  • 2009: Serving on the National Judging Panel for the HR Awards of the Australian Human Resources Institute
  • 2007: Won the Elton Mayo Award from the College of Organisational Psychology (up to three awarded every two years)
  • 2006: Won a Macquarie University Innovation Award (one of six awarded each year)

Voice Project

Pete founded Voice Project, a consulting and research company specializing in culture, leadership and engagement, with commercial work starting in 2002. The business now employees 14 people, has served 160 clients, has conducted 350 projects, and “given a voice” to over 400,000 leaders, employees and clients. Voice Project is research active, with over 40 publications by Pete and other Voice staff. Pete has personally delivered over 50 presentations at professional associations and academic conferences, and is regularly involved in interviews for radio and press regarding culture, leadership and engagement.

Macquarie University

Pete is a Senior Lecturer at Macquarie University, teaching Organisational Behaviour in the Department of Business. Pete has been the Director of the Postgraduate Organisational Psychology program at Macquarie University, and has supervised the research projects of over 50 PhD, Masters and Honours students.

Accenture

Before joining Macquarie University and founding Voice Project, Pete worked for Accenture as a consultant in their Change Management division. He was involved in large-scale change and project management consulting for clients such as Commonwealth Bank, AMP, Rothmans, Wills-Rothmans, Westpac, and the universities of Griffith, NSW, Queensland and Central Queensland.

Publications

A1, B1, C1 Peer-Reviewed Publications

  • Langford, P. H. (in press). Benchmarking work practices and outcomes in Australian universities using an employee survey. Journal of Higher Education Policy and Management.
  • Langford, P. H., Reynolds, N. J., & Kehoe, J. E. (2009). Conference Proceedings of the 8th Industrial and Organisational Psychology Conference. Australian Psychological Society, Melbourne.
  • Langford, P. H. (2009). Measuring organisational climate and employee engagement: Evidence for a “7 Ps” model of work practices and outcomes. Australian Journal of Psychology, 61, 185-198.
  • Smith, V. J., & Langford, P. H. (2009). Evaluating the impact of corporate social responsibility programs on consumers. Journal of Management and Organization, 15, 97-109.
  • Parkes, L. P., & Langford, P. H. (2008). Work–life balance or work–life alignment? A test of the importance of work–life balance for employee engagement and intention to stay in organisations. Journal of Management and Organization, 14, 267-284.
  • McCann, J. A. J., Langford, P. H., & Rawlings, R. (2006). Testing Behling and McFillen’s Syncretical Model of Charismatic Transformational Leadership. Group and Organization Management, 31, 237-263.
  • Langford, P. H., & Fitness, J. (2003). Leadership, power and influence. In M. O’Driscoll, P. Taylor & T. Kalliath (Eds.), Organisational psychology in Australia and New Zealand (pp. 279-298). Melbourne: Oxford.
  • Langford, P. H. (2003). A one-minute measure of the Big Five? Evaluating and extending Shafer’s (1999a) Big Five markers. Personality and Individual Differences, 35, 1127-1140.
  • Langford, P. H. (2003). Diagnosing three core competencies of successful account managers. Journal of Selling and Major Account Management, 5 (1), 55-61.
  • Langford, P. H., & Phillips, D. (2002). Antecedents of community stakeholder satisfaction towards an Australian drug clinic. Drugs: Education, Prevention and Policy, 9, 345-353.
  • Grant, A. M., Franklin, J., & Langford, P. (2002). The self-reflection and insight scale: A new measure of private self-consciousness. Social Behavior and Personality, 30, 821-836.
  • Langford, P. H. (2000). Importance of relationship management for the career success of Australian managers. Australian Journal of Psychology, 52, 163-169.

Other Publications & Papers

(* = peer-reviewed published conference papers)
  • Vrisakis, N., & Langford, P. H. (2009). Understanding factors affecting retirement intentions. Proceedings of the 8th Industrial and Psychology Conference, Australian Psychological Society, Melbourne.
  • Langford, P. H. (2009). What am I reading? Illuminations, March, 20-21.
  • *Mingo, S., & Langford, P. H. (2008). The HRM-Performance Link: A Longitudinal, Business-Unit Investigation. Proceedings of the 22nd Annual Conference of the Australian and New Zealand Academy of Management, Auckland, New Zealand, December.
  • *Langford, P. H., & Fong, Y. (2008). Development of a Survey that Supports Two, Three and Five Meta-Categories of Leadership Behaviour, pp. 189-193. Proceedings of the 43rd Annual APS Conference, Hobart, Tasmania, September.
  • *Fong, Y., Earl, J., & Langford, P. H. (2008). Improving the Validity of Self-Ratings of Abilities: The Impact of Rating Format and Order, pp. 159-163. Proceedings of the 43rd Annual APS Conference, Hobart, Tasmania, September.
  • Vrisakis, N., Langford, P. H., Locke, S., & Mingo, S. (2007). Tasmanian State Service Employee Survey Report 2007. Office of the State Services Commissioner, Tasmania.
  • *Basile, F. B, & Langford, P. H. (2007). Measuring employee engagement and a seven-factor model of work systems in Australia, the USA and China. Proceedings of the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June.
  • *Langford, P. H. (2007). Psychometric support for a five-minute measure of a seven-factor model of work systems. Proceedings of the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June.
  • *Langford, P. H., & Demirian, S. (2007). The effect of organisational performance on employee engagement. Proceedings of the 7th Industrial and Organisational Psychology Conference (pp. 180-184), Adelaide, SA, June.
  • *Metcalf, L., & Langford, P. H. (2007). Corporate social responsibility: Just another management trend? Proceedings of the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June.
  • *Parkes, L. P., & Langford P. H. (2007). Including a midpoint option in responses to an organisational climate survey: Does it affect scores, data quality or respondent satisfaction? Proceedings of the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June.
  • Langford, P. H. (2007). Selling to your staff. My Business, March.
  • *Langford, P. H., Parkes, L. P., & Metcalf, L. (2006). Developing a structural equation model of organisational performance and employee engagement. Proceedings of the Joint Conference of the Australian Psychological Society and the New Zealand Psychological Society (pp. 204-208), Auckland, New Zealand.
  • *Parkes, L. P, & Langford, P. H. (2006). Money or the mission? Comparing drivers of employee engagement in commercial and not-for-profit organisations. Proceedings of the 2006 Conference of the Australian and New Zealand Academy of Management, Rockhampton, Queensland, Australia.
  • Parkes, L. P., & Langford, P. H. (2006). Engaging employees. Association Management, 7, 12.
  • Langford, P. H., Parkes, L. P., & Abbey, J. (2006). Peace, passion and progress: Are they compatible? InPsych, June.
  • Langford, P. H. (2006). The art of recruiting. My Business, May.
  • Langford, P. H. (2006). Three steps for effective interviewing. My Business, September.
  • Langford, P. H. (2006). Working out what employees want. My Business, November.
  • Langford, P. H. (2005). Tasmanian State Service Employee Survey Report 2005. Office of the State Service Commissioner, Tasmania.
  • Langford, P. H., & Parkes, L. P. (2005). Debunking the myths around work/life balance. Human Resources, May 3.
  • Langford, P. H. (2003). Cloudy skies: Rethinking organisational climate and culture. HR Monthly, February, 38-39.
  • Langford, P. H. (2002). Chicken or egg: Proving HR’s worth. HR Monthly, July, 8-9.
  • Jepsen, D., & Langford, P. H. (2002). Best practice report on employee surveying: A practitioners’ perspective. Sydney: Macquarie University Voice Project.
  • Langford, P. H. (2001). Building business relationships. Professional Update, 6 (1), 22-23.
  • Langford, P. H. (2001). Keeping everyone happy: Building on the lessons of customer relationship management. Journal of Banking and Financial Services, 15 (6), 62-64.
  • Langford, P. H. (2001). Stay in touch: The benefits of networking. HR Monthly, October, 56-57.
  • Herps, G. & Langford P. H. (2000). Strategic business-to-business networking: Debunking five old-world myths. Channels Asia, 5 (3), 17-18.
  • Langford, P. H. (2000). Sharing common ground: An interview with Professor Beryl Hesketh. HR Monthly, April, 8-11.

Conference & Professional Presentations

  • Langford, P. H. (2009). Myth of the heroic supervisor. Presentation at Voice Project’s Leadership Breakfast, Sydney, October.
  • Langford, P. H. (2009). Employee engagement: Nature, causes and consequences. Presentation to postgraduate course Strategic Human Resource Management at the University of Technology Sydney, Sydney, October.
  • Langford, P. H. (2009). The HES recruitment survey: Evaluating and benchmarking recruitment practices across 27 Australian universities. Queensland University of Technology HR Benchmarking Conference, Brisbane, October.
  • Pendergast, J., & Langford, P. H. (2009). Passion and progress. Presentation at the Employee Engagement Cross-Industry Forum, Sydney, September.
  • Langford, P. H. (2009). Myth of the heroic supervisor. Presentation at the Norwest Rotary Club, Sydney, September.
  • Langford, P. H. (2009). Achieving workplace change in Australian universities. Paper presented at at the 8th Industrial and Organisational Psychology Conference, Sydney.
  • Smith, V., & Langford, P. H. (2009). Responsible or reckless? Engaging the workforce through CSR. Paper presented at the 8th Industrial and Organisational Psychology Conference, Sydney.
  • Langford, P. H. (2009). Using employee surveys to drive organisational change: Tips and traps from a practitioners’ perspective. Practice forum at the 8th Industrial and Organisational Psychology Conference, Sydney.
  • Barrett, M. & Langford, P.H. (2009). Do men and Women differ in workplace engagement, wellbeing and their perceptions of their work environment?. Paper presented at the 8th Industrial and Organisational Psychology Conference, Sydney.
  • Langford, P. H. (2009). Culture, leadership and engagement revisited. Presentation at the Not-For-Profit CEOs Forum, Sydney, May.
  • Langford, P. H. (2009). Organisational surveys: Diagnosing culture, leadership and engagement. Presentation at the Not-For-Profit CEOs Forum, Sydney, February.
  • Langford, P. H. (2009). Achieving change: Tracking improvements in Voice Project’s clients. Presentation at Voice Project’s Organisational Change Breakfast, Sydney, April.
  • Langford, P. H. (2008). Voice Project’s latest research and practice in leadership. Presentation at Voice Project’s Leadership Breakfast, Sydney, October.
  • Langford, P. H., Basile, F., & Parkes, L. P. (2008). Leadership assessment and 360-degree surveys. Presentation at the Non-Government Organisations Human Resources Forum, Sydney, October.
  • Langford, P. H. (2008). Measuring and managing employee engagement. Practice Forum at the 43rd Annual APS Conference, Hobart, Tasmania, September.
  • Langford, P. H. (2008). Improving employee engagement during change in Australian Universities. National Conference of the Australian Higher Education Industry Association and Group of Eight Universities, Sydney, April.
  • Langford, P. H., Mingo, S., & Parkes, L. P. (2007). Organisational surveys: An effective tool for change? Presentation at the Non-Government Organisations Human Resources Forum, Sydney, October.
  • Langford, P. H. (2007). Onward and upward: Achieving and measuring positive change in Australian universities. Tertiary Education Management Conference, Canberra, September.
  • Parkes, L. P., & Langford, P. H. (2007). Organisational factors affecting work/life balance. Presentation at the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June 2007.
  • Smith, V. J., & Langford, P. H. (2007). Evaluating the impact of corporate social responsibility programs. Presentation at the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June 2007.
  • Vrisakis, N. S., & Langford, P. H. (2007). Engaging the mature-aged workforce. Presentation at the 7th Industrial and Organisational Psychology Conference, Adelaide, SA, June 2007.
  • Langford, P. H. (2007). Chair of symposium on “Managing organisations for diversity and corporate social responsibility” at the National Industrial and Organisational Psychology Conference, Adelaide, June.
  • Langford, P. H. & Metcalf, L. A. (2007). Mastering HR information: Analysing and acting on the staff survey. Monash University HR Management Conference, Melbourne, June.
  • Langford, P. H. (2007). Work/life balance: Female (and male) reality, social (consultant & media) construct. Engineers Australia, Women in Engineering Special Interest Group Forum, Sydney, June.
  • Langford, P. H. (2007). 2007 culture survey: HRM truths and myths. Australian Human Resources Institute, Organisational Development Special Interest Group, June.
  • Metcalf, L, A., Parkes, L. P., & Langford, P. H. (2006). The business case for ethics: Why good guys finish first. Proceedings of the 2006 Conference of the Australian and New Zealand Academy of Management, Rockhampton, Queensland, Australia.
  • Langford, P. H. (2006). Delivering progress, passion and peace. 2006 Corporate Social Responsibility Summit, Sydney, November.
  • Baker, P., & Langford, P. H. (2006). The issues that HR practitioners need to gear up to. Australian Human Resources Institute, Human Resources Week, Sydney, September.
  • Metcalf, L., & Langford, P. H. (2006). Academic versus general staff: Are they different beasts in different worlds? Tertiary Education Management Conference, Sydney, August.
  • Langford, P. H., & Parkes, L. P. (2006). Purpose, participation and progress: Academia and big business are close cousins. Tertiary Education Management Conference, Sydney, August.
  • Langford, P. H. (2006). The Big Five of organisational culture: Integrating existing models of organisational culture and values. Proceedings of the 26th International Congress of Applied Psychology, Athens, July.
  • Parkes, L. P. & Langford, P. H. (2006). Strategic surveys: Developing Passion and Performance in Not-For-Profit Organisations. ACROD 2006 Employment Forum, Melbourne, July.
  • Parkes, L. P. & Langford, P. H. (2006). Voice Project Update: 4 years on… “Best Practice” vs the “average” NFP. NFP HR Forum, Sydney, June.
  • Langford, P. H. (2006). Organisational surveys: Passion, culture and leadership. CEO Forum, Sydney, May.
  • Langford, P. H. (2006). Just ask: Assessing employee opinion to improve decision-making. Annual Conference of the Australian Higher Education Industry Association, Sydney, April.
  • Parkes, L. P. & Langford, P.H. (2006). Organisational change: Creating cultures to engage employees in NFP organisations. Not-For-Profit Network, Executive Update, Gold Coast, March.
  • Langford, P. H. (2005). Purpose, progress and participation: Three primary predictors of employee engagement. Proceedings of the 2005 National Industrial and Organisational Psychology Conference, Gold Coast, Qld, June.
  • Metcalf, L., & Langford, P. H. (2005). What engages staff in Australian universities? Proceedings of the 2005 National Industrial and Organisational Psychology Conference, Gold Coast, Qld, June.
  • Parkes, L. P., Comer, J., & Langford, P. H. (2005). The importance of HRM practices for driving engagement and performance in not-for-profit organisations. Proceedings of the 2005 National Industrial and Organisational Psychology Conference, Gold Coast, Qld, June.
  • Langford, P. H. (2005). Employee engagement and human resource management in aged care: Industry benchmarks and key drivers of engagement. Aged & Community Services Association, 2005 OHS & HR Conference, Sydney, November.
  • Langford, P. H. (2005). Competing for a scarce human resource. Australian Human Resources Institute, People in Business Conference, Melbourne, October.
  • Langford, P. H. (2005). Antecedents and consequences of organisational wellness and work/life balance. 2005 College of Health Psychologists Workshop, Sydney, October.
  • Parkes, L. P. & Langford, P.H. (2005). Stemming the tide – management practices that engage and retain employees. Jobs Australia National Conference, Melbourne, September.
  • Langford, P. H. (2005). Using engagement as a tool for maximising return on investment in your people. International Quality and Productivity Centre, Human Capital Management Summit, Sydney, September.
  • Langford, P. H. (2005). Assessing organisational needs: Determining the key drivers of employee engagement and retention. Australian Human Resources Institute, HR Week, Sydney, August.
  • Langford, P. H. (2005). Chair of symposium on “The Purpose-Progress-Participation model of human resource management: Lessons from predicting employee engagement from a large scale multi-industry three year research project” at the National Industrial and Organisational Psychology Conference, Gold Coast, Qld, June.
  • Langford, P. H. (2005). Purpose, participation and progress: Three fundamental systems for building a high performance culture. HR Forum, Aids Council of NSW, Sydney, June.
  • Langford, P. H. (2004). HRM in NFP project: 2003/04 benchmarks. Paper distributed to organisations participating in the HRM in NFP project run by the Voice Project at Macquarie University.
  • Langford, P. H. (2004). Employee motivation in Government and not-for-profit organisations. Presentation given to the Australian Human Resources Institute, Sydney, June.
  • Langford, P. H. (2004). Employee surveying in the resources sector. NSW Conference of the Australian Mines and Metals Association, Sydney, July.
  • Langford, P. H. (2004). Making networking work for you. NSW College of Organisational Psychology, Sydney, May.
  • Langford, P. H. (2003). In search of a stable factor structure for cultural values. Paper at the US Society of Industrial and Organisational Psychology Conference, Orlando, US, April.
  • McCann, J. A. J., Langford, P. H., & Rawlings, R. (2003). New perspectives on the role of follower beliefs as mediating influences between charismatic transformational leadership and organizational commitment. National Industrial and Organisational Psychology Conference, Melbourne, June.
  • Langford, P. H. (2003). Chaired a symposium of individual papers on leadership issues at the National Industrial and Organisational Psychology Conference, Melbourne, June.
  • Langford, P. H. (2003). Chaired symposium on “Latest research and practice in the use of employee survey data” at the National Industrial and Organisational Psychology Conference, Melbourne, June.
  • Jepsen, D., & Langford, P. H. (2003). Best practice in employee surveying: A practitioners’ perspective. National Industrial and Organisational Psychology Conference, Melbourne, June.
  • Doudle, P., & Langford, P. H. (2003). Do HRM practices differ between low and high performing organisations in Australia? National Industrial and Organisational Psychology Conference, Melbourne, June.
  • Langford, P. H., & Jepsen, D. (2003). Assessing organisational culture and climate. NSW College of Organisational Psychology, Sydney, March.
  • Langford, P. H. (2003). Employee surveying in not-for-profit organisations. HR Forum, Baptist Community Services, Sydney.
  • Langford, P. H., & Comer, J. M. (2002). Relationship between workplace bullying and organisational climate and culture. Proceedings of the 2002 Annual Conference of the Australian Psychological Society, Gold Coast, Australia.
  • Langford, P. H. (2002). Using climate survey data to build a structural equation model of organisational performance and change. 2002 International Congress of Applied Psychology, Singapore.
  • Langford, P. H. (2001). Building business relationships: Applying the lessons of customer relationship management to key accounts, preferred suppliers and internal stakeholders. Australasian Institute of Banking and Finance, Sydney.