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Strategies used to identify what drives disengaged workers

Assignment Content

Write a 3-page paper answering the following questions in detail. The paper must be written in APA format.

Answer the following question(s) based on at least 3 scholarly articles you will find to support your paper.

  1. Provide some strategies that could help create the work-life alignment that was discussed in the reading.
  2. Discuss different strategies that could be used to identify what drives disengaged workers
  3. What are some ways that employees can be integrated into the recruitment and selection process?
  4. Share your experiences with workplace disengagement. Discuss whether you’ve ever felt disengaged in a role, and explain why and what was done to overcome these feelings. If you have no experience with workplace engagement, reach out to friends and family and share their experiences for your paper. Feel free to change their name to protect their privacy, if necessary.

Make sure to leave your name off your paper, since I grade each assignment anonymously.

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Chapter 17

International Dimensions of Talent Management

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Cascio, Applied Psychology in Talent Management, 8th Edition. © SAGE Publishing, 2019.

In-Class Presentations

Isabel Cavalieri

Joseph Cassella

Durado Bailey

Meshari Alanazi

3

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (1 of 3)

17-1: Explain the concept of culture and its implications for talent management.

17-2: Identify various dimensions that help to distinguish cultures.

17-3: Discuss recent theoretical and methodological developments in the study of culture.

4

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (2 of 3)

17-4: Distinguish translation, conceptual, and metric equivalence when psychological measures are transported across cultures.

17-5: Describe how selection for international assignments differs from that for domestic assignments.

5

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (3 of 3)

17-6: Specify key areas in which to focus expatriate training.

17-7: Identify key components of an effective performance management system for expatriates.

17-8: Suggest evidence-based actions that organizations can take to reduce turnover among repatriates.

6

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (1 of 14)

Globalization and culture

Vertical cultures accept hierarchy as a given

Horizontal cultures accept equality as a given

Individualistic cultures in societies are complex and loose

Collectivism in societies simple and tight

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Learning Goal: 17-1: Explain the concept of culture and its implications for talent management.

7

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (2 of 14)

Globalization and culture

Definition of the self

Autonomous and independent from groups versus interdependent with others

Structure of goals

Priority is given to personal goals versus priority given to in-group goals

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Learning Goal: 17-1: Explain the concept of culture and its implications for talent management.

8

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (3 of 14)

Globalization and culture

Norms versus attitudes

Attitudes, personal needs, perceived rights, and contracts as determinants of social behaviour versus norms, duties, and obligations as determinants of social behaviour

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Learning Goal: 17-1: Explain the concept of culture and its implications for talent management.

9

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (4 of 14)

Globalization and culture

Relatedness versus rationality

Collectivists emphasize relatedness whereas individualists emphasize rationality

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Learning Goal: 17-1: Explain the concept of culture and its implications for talent management.

10

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (5 of 14)

Country-level cultural differences

Power distance

Extent members of an organization accept inequality and whether they perceive much distance between those with power

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Learning Goal: 17-2: Identify various dimensions that help to distinguish cultures.

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Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (6 of 14)

Country-level cultural differences

Uncertainty avoidance

The extent to which a culture programs its members to feel either comfortable or uncomfortable in unstructured situations

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Learning Goal: 17-2: Identify various dimensions that help to distinguish cultures.

12

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (7 of 14)

Country-level cultural differences

Individualism

The extent to which people emphasize personal or group goals

Masculinity

Societies that differentiate very strongly by gender

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Learning Goal: 17-2: Identify various dimensions that help to distinguish cultures.

13

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (8 of 14)

Country-level cultural differences

Long-term versus short-term orientation

Extent to which a culture programs its members to accept delayed gratification of their material, social, and emotional needs.

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Learning Goal: 17-2: Identify various dimensions that help to distinguish cultures.

14

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (9 of 14)

Country-level cultural differences

Culture

Global, national, regional, state, community, industry, organizational, and team levels clearly affect behaviour in organizations

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Learning Goal: 17-3: Discuss recent theoretical and methodological developments in the study of culture.

15

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (10 of 14)

Country-level cultural differences

Cross-cultural research

Helps us understand and leverage similarities and differences in a globalized and interdependent world

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Learning Goal: 17-3: Discuss recent theoretical and methodological developments in the study of culture.

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Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (11 of 14)

Psychological measurement

Translation equivalence

The wording of a measure that has been translated into a different language

Conceptual equivalence

Attribute being measured has similar meanings across cultures

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Learning Goal: 17-4: Distinguish translation, conceptual, and metric equivalence when psychological measures are transported across cultures.

17

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (12 of 14)

Psychological measurement

Metric equivalence

Statistical associations among dependent and independent variables remain relatively stable, regardless of whether a measure is used domestically or internationally

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Learning Goal: 17-4: Distinguish translation, conceptual, and metric equivalence when psychological measures are transported across cultures.

18

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

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Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (13 of 14)

Terminology

Expatriate or foreign-service employee

Anyone working outside her or his home country with a planned return to that or a third country

Home country

Expatriate’s country of residence

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

20

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Twenty-First-Century Capitalism (14 of 14)

Terminology

Host country

Country in which expatriate is working

Third-country national

The expatriate who has transferred to an additional country while working abroad

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

21

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

International Management and Cultural Competence (1 of 2)

Future international executives

Gets organizational attention and investment

Takes or makes more opportunities to learn

Is receptive to learning opportunities

Changes as a result of experience

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

22

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

International Management and Cultural Competence (2 of 2)

Cultural intelligence (CQ)

Individuals’ belief in their ability to be effective in culturally diverse environments and their interests in other cultures

Captures affective, cognitive, behavioural, and motivational facets

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

23

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Selection for International Assignments (1 of 2)

General mental ability

Wonderlic Personnel Test

Ravens Progressive Matrices

General Aptitude Test Battery

Differential Aptitude Test

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

24

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Selection for International Assignments (2 of 2)

Personality characteristics

Extroversion

Agreeableness

Emotional stability

Conscientiousness

Openness

Global mind-set

Cultural agility

Cultural intelligence

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Learning Goal: 17-5: Describe how selection for international assignments differs from that for domestic assignments.

25

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Cross-Cultural Training (CCT)

Formal programs prepare persons of one culture to interact in another culture or to interact with persons from different cultures

Culture

Language

Practical day-to-day matters

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Learning Goal: 17-6: Specify key areas in which to focus expatriate training.

26

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Performance Management (1 of 2)

Performance management

Evaluation and continuous improvement of an individual or team performance

Job descriptions congruent with organizational goals

Adequate training for raters and rates

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Learning Goal: 17-7: Identify key components of an effective performance management system for expatriates.

27

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Performance Management (2 of 2)

Measure behaviour and results at individual and collective levels

Focus on employee’s strengths

Allocate rewards meaningful to employees

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Learning Goal: 17-7: Identify key components of an effective performance management system for expatriates.

28

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

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Learning Goal: 17-7: Identify key components of an effective performance management system for expatriates.

29

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Repatriation (1 of 2)

Turnover

Unmet expectations

Feelings of being undervalued

Concerns about one’s career

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Learning Goal: 17-8: Suggest evidence-based actions that organizations can take to reduce turnover among repatriates.

30

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Repatriation (2 of 2)

Planning

Career management

Compensation

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Learning Goal: 17-8: Suggest evidence-based actions that organizations can take to reduce turnover among repatriates.

31

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

32

Evidence-Based Implications for Practice

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Chapter 18

Organizational Responsibility and Ethical Issues in Talent Management

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Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (1 of 3)

18-1: Strategize the design and implementation of organizational responsibility initiatives.

18-2: Protect employee privacy and rights regarding the sharing of information.

18-3: Conduct legal and fair workplace investigations.

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3

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (2 of 3)

18-4: Apply current ethical standards when implementing testing and evaluation programs.

18-5: Plan organizational research, recruit and select research participants, and protect their rights, based on current ethical guidelines and standards.

4

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Learning Goals (3 of 3)

18-6: Report research results so that they are not misrepresented or censored.

18-7: Implement strategies for addressing ethical dilemmas when conducting organizational research.

18-8: Issue research-based public policy statements with confidence.

5

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Organizational Responsibility (1 of 2)

Context-specific organizational actions and policies that take into account stakeholders’ expectations

The triple bottom line of economic, social, and environmental performance

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Learning Goal: 18-1: Strategize the design and implementation of organizational responsibility initiatives.

6

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Organizational Responsibility (2 of 2)

Twenty-first-century organizations

Increasingly difficult to hide information about policies and actions

Increasingly dependent on the global network of stakeholders who have expectations about the organization’s policies and actions

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Learning Goal: 18-1: Strategize the design and implementation of organizational responsibility initiatives.

7

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Organizational Responsibility: Benefits

The positive relationship between social and environmental performance and financial performance

Strength varies on how one operationalizes social and/or environmental performance and financial performance

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Learning Goal: 18-1: Strategize the design and implementation of organizational responsibility initiatives.

8

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Human Resources Management Research and Practice (1 of 2)

Strategic responsibility management

Creating a vision and values related to responsibility

Identifying expectations through dialogue with stakeholders and prioritizing them

Developing initiatives integrated with corporate strategy

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Learning Goal: 18-1: Strategize the design and implementation of organizational responsibility initiatives.

9

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Human Resources Management Research and Practice (2 of 2)

Strategic responsibility management

Raising internal awareness through employee training

Institutionalizing SRM by measuring and rewarding processes and results

Reporting on the status of dialogue and initiatives through yearly OR report

10

Learning Goal: 18-1: Strategize the design and implementation of organizational responsibility initiatives.

10

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (1 of 6)

Safeguarding employee privacy

Guidelines and policies on requests for various types of data

Inform employees of information-handling policies

Familiar with state and federal laws regarding privacy

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Learning Goal: 18-2: Protect employee privacy and rights regarding the sharing of information.

11

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (2 of 6)

Safeguarding employee privacy

Policy employees or prospective employees cannot waive their rights to privacy

Policy any manager or nonmanager who violates privacy principles subject to discipline or termination

12

Learning Goal: 18-2: Protect employee privacy and rights regarding the sharing of information.

12

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (3 of 6)

Safeguarding employee privacy

Permit employees to authorize the disclosure of personal information and maintain personal information within the organization

13

Learning Goal: 18-2: Protect employee privacy and rights regarding the sharing of information.

13

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (4 of 6)

Fair information practice

Employers should periodically and systematically review HR recordkeeping practices

Employers should articulate, communicate, and implement fair information-practice policies

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Learning Goal: 18-3: Conduct legal and fair workplace investigations.

14

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (5 of 6)

Employee searches

Careful balancing of employer’s right to manage its business and to implement reasonable work rules and standards against privacy rights and interests of employees

15

Learning Goal: 18-3: Conduct legal and fair workplace investigations.

15

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Employee Privacy (6 of 6)

Employee workplace investigations

Electronic

Stationary

Moving

Undercover operatives

Investigative interviews

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Learning Goal: 18-3: Conduct legal and fair workplace investigations.

16

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Testing and Evaluation (1 of 4)

Academy of Management Code of Ethics

Human relations

Privacy and confidentiality

Public statements

Research and publication

Ascribing to the Code of Ethics

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Learning Goal: 18-4: Apply current ethical standards when implementing testing and evaluation programs.

17

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Testing and Evaluation (2 of 4)

Obligations to those who are evaluated

Guarding against invasion of privacy

Guaranteeing confidentiality

Obtaining employees’ and applicants’ informed consent before evaluation

Respecting employees’ right to know

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Learning Goal: 18-4: Apply current ethical standards when implementing testing and evaluation programs.

18

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Testing and Evaluation (3 of 4)

Obligations to those who are evaluated

Imposing time limitations on data

Minimizing erroneous acceptance and rejection decisions

Treating employees with respect and consideration

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Learning Goal: 18-4: Apply current ethical standards when implementing testing and evaluation programs.

19

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Testing and Evaluation (4 of 4)

Obligations to employers

Accurate expectations for evaluation procedures

High-quality information for HR decisions

Accuracy of decision-making procedures

Respecting employer’s proprietary rights

Interests of the employer with government regulations, profession, rights of those evaluated

20

Learning Goal: 18-4: Apply current ethical standards when implementing testing and evaluation programs.

20

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (1 of 8)

Research-planning stage

Competence to conduct research

Knowledge of ethical guidelines

The soundness of research design

Ethical acceptability of study

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Learning Goal: 18-5: Plan organizational research, recruit and select research participants, and protect their rights, based on current ethical guidelines and standards.

21

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (2 of 8)

Recruiting and selecting research participants

Use volunteers in research to avoid coercion

Seek minorities to assist with research to help identify issues of concern to minority groups

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Learning Goal: 18-5: Plan organizational research, recruit and select research participants, and protect their rights, based on current ethical guidelines and standards.

22

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (3 of 8)

Protecting research participants’ rights

Protect from harm

Right to informed consent

Right to privacy

Right to confidentiality

Right to protection from deception

Right to debriefing

23

Learning Goal: 18-5: Plan organizational research, recruit and select research participants, and protect their rights, based on current ethical guidelines and standards.

23

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (4 of 8)

Reporting research results

Misrepresentation of results

Censoring

Plagiarism

Authorship credit

Methodological transparency

Data sharing

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Learning Goal: 18-6: Report research results so that they are not misrepresented or censored.

24

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (5 of 8)

Strategies for addressing ethical issues

Problems resolved through mutual collaboration and appeal to common goals

Role ambiguity

Role conflict

Ambiguous, or conflicting, norms

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Learning Goal: 18-7: Implement strategies for addressing ethical dilemmas when conducting organizational research.

25

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (6 of 8)

Science, advocacy, and values

Distinguish between what has been observed under certain conditions and what is being advocated

Respect limitations of data obtained from a single study

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Learning Goal: 18-8: Issue research-based public policy statements with confidence.

26

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (7 of 8)

Science, advocacy, and values

Avoid the use of success stories

Do not allow advocacy of certain techniques or organizational policies to masquerade as science

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Learning Goal: 18-8: Issue research-based public policy statements with confidence.

27

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

Ethical Issues in Organization Research (8 of 8)

Science, advocacy, and values

Adoption of a broader model of values

Interest in and concern for the well-being of individual employees

Success based on broader societal concerns as a criterion

Incorporation of moral perspective into the field

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Learning Goal: 18-8: Issue research-based public policy statements with confidence.

28

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.

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Evidence-Based Implications for Practice

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Last Updated on June 10, 2022

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