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Write a 3-page paper answering the following questions in detail. 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.

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

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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 global network of stakeholders who have expectations about organization’s policies and actions

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

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

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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.

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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 status of dialogue and initiatives through yearly OR report

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

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

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Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.
Employee Privacy (3 of 6)
Safeguarding employee privacy
Permit employees to authorize disclosure of personal information and maintain personal information within organization
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Learning Goal: 18-2: Protect employee privacy and rights regarding the sharing of information.

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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, implement fair information-practice policies
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Learning Goal: 18-3: Conduct legal and fair workplace investigations.
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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

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

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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.
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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.

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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 employer with government regulations, profession, rights of those evaluated

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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
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

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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.

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.
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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

25

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

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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 broader model of values
Interest in and concern for well-being of individual employees
Success based on broader societal concerns as a criterion
Incorporation of moral perspective into 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.
29
Evidence-Based Implications for Practice

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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
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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.
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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 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.
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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 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.
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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 behavior versus norms, duties, and obligations as determinants of social behavior

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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
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
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.
14

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 affects behavior in organizations

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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
(10 of 14)
Country-level cultural differences
Cross-cultural research
Helps us understand and leverage similarities and differences in globalized and interdependent world

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

16

Cascio & Aguinis, Applied Psychology in Talent Management, 8e. © SAGE Publishing, 2019.
Twenty-First-Century Capitalism
(11 of 14)
Psychological measurement
Translation equivalence
Wording of a measure that has been translated into a different language
Conceptual equivalence
Attribute being measured has similar meaning across cultures

17

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.

19

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
Expatriate who has transferred to 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, behavioral, 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 to 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 individual or team performance
Job descriptions congruent with organizational goals
Adequate training to raters and ratees

27

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 behavior 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