Impact of Moral Equity, Relativism, and Attitude on Individuals’ Digital Piracy Behavior in a Developing Country
PSY FPX 8740 Assessment 3 Arli, Tjiptono, and Porto (2015) analyzed the impact of moral equity, relativism, and attitude on digital piracy behavior in an emerging economy. They analyzed the complex interaction of the variables and its implication on acquiring and suppressing digital piracy in the journal of Marketing Intelligence & Planning.
The research examined the moral considerations that people use when engaging in digital piracy. It examined how moral balance, i.e., what people feel is right and wrong, is engaged in while developing attitudes toward digital piracy. The research also investigated the role of relativism, or the belief that morality is relative and subjective, in developing the reasons why people engage in digital piracy.
Moreover, Arli et al. (2015) accounted for the influence of attitudes toward digital piracy on behavior. With understanding of individuals’ attitudes and justification, the study aimed to provide insights into how digital piracy can be thwarted in developing countries.
The Role of Work in Psychological Health and Well-being: A Conceptual, Historical, and Public Policy Perspective
Blustein (2008) provided a general critique of work role in mental health and well-being. The article, which appeared in the American Psychologist journal, provides a conceptual model, history, and implications for public policy of the intersection of work and mental health.
Blustein’s critique targets the multidimensionality of work and its psychological impact on human beings. The research traces the historical evolution of work attitude and gives reasons why changes in society influenced the concept and value of work in the lives of human beings.
Moreover, Blustein (2008) discusses the role of public policy in maximizing mental health through initiatives that upgrade job satisfaction and quality of work life. Through the recognition of work’s inherent contribution to the building of workers’ concept of self and meaning, the research encourages policies addressing psychological health in employees.
Hazing and Bullying in the NFL
PSY FPX 8740 Assessment 3 Clark, Kimbell, Philpot, and Terry (2016) examined the incidence and effects of hazing and bullying within the National Football League (NFL). This journal article, found in the Journal of Business Cases and Applications, sheds light on the harassment and intimidation sport organization culture.
The research examines various forms of hazing and bullying that NFL players experience and explores the reasons behind these practices. In a qualitative study with in-depth interviews and content analysis, Clark et al. (2016) illuminated the power relations, hierarchy, and masculinity that fuel hazing and bullying in the league.
In addition, the study speaks to the health and performance impacts of hazing and bullying on athletes and professional sports team organizational culture. In raising awareness regarding these issues, the study dictates preventive actions in order to stop and avoid hazing and bullying in the NFL and other sport organizations.
Human Resources: How to Develop a Training Intervention Program
Duggan (2017) offers step-by-step instructions for developing effective human resource training intervention programs. The report, downloadable from the Small Business Chronicle, offers steps and considerations in planning and implementing training programs to enhance employee performance and skills.
The book highlights the significance of linking training programs with corporate objectives and responding to certain learning needs in the workforce. Duggan (2017) offers the basis for conducting needs assessment, building curriculum, choosing training methods, and gauging program effect.
Being a structured guide for training intervention design, the book is an effective resource for human resource managers looking to improve organizational competence and performance.
The Relationship Between Job Dissatisfaction and Training Transfer
Jodlbauer, Selenko, Batinic, and Stiglbauer (2012) have undertaken a study of the interrelation of job dissatisfaction with training transfer among employees. A published paper in the International Journal of Training & Development, it discusses the impact of job dissatisfaction on training transfer.
The study highlights the importance of consideration of motivational dimensions, such as job satisfaction, to ensure successful transfer of training in organizations. Jodlbauer et al. (2012) elaborate on how perceived workplace and task-specific factors are responsible for how employees perceive or intend to implement newly acquired competence at the workplace.
By understanding the factors that facilitate or hinder training transfer, organizations can structure interventions to enhance the effectiveness of training and maximize return on investment in employee development.
Beyond the Business Case: An Ethical Perspective of Diversity Training
Jones, King, Nelson, Geller, and Bowes-Sperry (2013) offer an ethics perspective in the case of diversity training programs within businesses. Published and written in the Human Resource Management journal, the research departs from typical business justification for diversity programs in favor of offering ethical rationale behind diversity and inclusion.
The research argues that diversity training must be business-driven only and also infused with values of equity, justice, and fairness. Jones et al. (2013) emphasize the importance of developing a culture of respect and respect for diversity within organizations and hence diversity becoming a core value.
Through integrating ethical standards within diversity training courses, companies are able to produce improved and sustained attempts at diversity and good workplace culture development.
Promoting Effective Psychological Contracts Through Leadership
McDermott, Conway, Rousseau, and Flood (2013) present the leadership aspect of building solid psychological contracts at the workplace. The study, published in the Human Resource Management journal, examines the influence of leadership behavior on workers’ development, maintenance, and fulfillment of psychological contracts with their employers.
The study is centered on the important relationship between the quality of employment relationship and leadership practice. According to McDermott et al. (2013), leadership is said to build trust, respect, and reciprocity needed in creating effective psychological contracts as well as enhancing organizational performance.
By developing leadership and fostering behaviors that mirror employees’ aspirations and organizational values, organizations can assist in developing positive psychological contracts that result in employee engagement, satisfaction, and retention.
A Critique of Kirkpatrick’s Evaluation Model
Reio, Rocco, Smith, and Chang (2017) offer a critique of Kirkpatrick’s Evaluation Model, the most widely applied model to assess the effectiveness of training programs. In New Horizons in Adult Education & Human Resource Development, this article addresses the limitations and intricacies of Kirkpatrick’s four-level model of training evaluation.
The study verifies that while Kirkpatrick’s model is a systematic approach to evaluation, it has the potential to oversimplify the complexity of trying to measure the effects of training. Reio et al. (2017) indicate the need to have a wider and more varied knowledge of evaluation processes in order to capture the multiple impacts of training on individual performance and organizational performance.
By recognizing the flaws of current models of evaluation, organizations are able to create more effective assessment plans that yield valuable information regarding the impact of training programs and guide decision-making.
Think You Need Cultural Sensitivity Training? Think Again
Rinderle (2019) denies the assumption that sensitivity training is necessary or always helpful in addressing diversity-related issues at work. The article, downloaded from Workforce magazine, is a critical perspective on the shortcomings of traditional diversity training.
Rinderle (2019) argues that cultural sensitivity training seldom addresses underlying system issues and in some instances reinforces stereotypes and prejudice. Instead, the author is of the opinion that more widespread organizational interventions in favor of inclusivity, equity, and cultural competence are needed across all areas of the workplace.
By shifting the focus away from individual
consciousness to systemic change, organizations can create more meaningful and lasting diversity initiatives that foster a culture of respect, understanding, and belonging for all employees.
What Research on Learning Transfer Can Teach About Improving the Impact of Leadership-Development Initiatives
Sørensen (2017) explores learning transfer research findings to optimize leadership development programs’ effectiveness. In this article, which has been published in the Consulting Psychology Journal: Practice and Research, it is described how learning transfer principles can inform the design and delivery of leadership development programs.
The research highlights the importance of establishing conditions that promote the transfer of leadership knowledge and skills from the training setting to the work environment. Sørensen (2017) attributes the drivers of learning transfer essential for success as the factors of supervisor support, opportunity to practice, and alignment with organizational objectives.
By integrating learning transfer strategies into leadership development programs, organizations can guarantee that leadership training translates into real gains in leadership effectiveness and organizational performance.
References
Arli, D., Tjiptono, F., & Porto, R. (2015). The impact of moral equity, relativism and attitude on individuals’ digital piracy behaviour in a developing country. Marketing Intelligence & Planning, 33(3), 348-365. doi:10.1108/MIP-09-2013-0149
Blustein, D. L. (2008). The role of work in psychological health and well-being: A conceptual, historical, and public policy perspective. American Psychologist, 63(4), 228–240.
https://doi.org/10.1037/0003-066X.63.4.228
PSY FPX 8740 Assessment 3 Human Resource Development and Training
Cascio, W. F., Aguinis, H. Applied Psychology in Human Resource Management, 7/e Vitalsource for Capella University.
Clark, R., Kimbell, J., Philpot, D. & Terry, N. (2016). Hazing and bullying in the NFL. Journal of Business Cases and Applications (16), 1–19. Retrieved fromhttp://www.aabri.com/manuscripts/162510.pdf
Duggan, T. (2017). Human Resources: How to Develop a Training Intervention Program. Retrieved fromhttps://smallbusiness.chron.com/human-resources-develop-training-intervention-program2022.html
Jodlbauer, S., Selenko, E., Batinic, B., & Stiglbauer, B. (2012). The relationship between job dissatisfaction and training transfer. International Journal of Training & Development, 16(1), 39–53.https://doi.org/10.1111/j.1468-2419.2011.00392.x
Jones, K. P., King, E. B., Nelson, J., Geller, D. S., & Bowes-Sperry, L. (2013). Beyond the Business Case: An Ethical Perspective of Diversity Training. Human Resource Management, 52(1), 55–74.https://doi.org/10.1002/hrm.21517
McDermott, A. M., Conway, E., Rousseau, D. M., & Flood, P. C. (2013). Promoting Effective Psychological Contracts Through Leadership: The Missing Link Between HR Strategy and Performance. Human Resource Management, 52(2), 289–310.https://doi.org/10.1002/hrm.21529
PSY FPX 8740 Assessment 3 Human Resource Development and Training
Reio, T. G., Rocco, T. S., Smith, D. H., & Chang, E. (2017). A Critique of Kirkpatrick’s Evaluation Model. New Horizons in Adult Education & Human Resource Development, 29(2), 35–53.https://doi.org/10.1002/nha3.20178
Rinderle, S. (2019). Think You Need Cultural Sensitivity Training? Think Again. Retrieved fromhttps://www.workforce.com/2018/05/10/think-need-cultural-sensitivity-training-think/
Sørensen, P. (2017). What research on learning transfer can teach about improving the impact of leadership-development initiatives. Consulting Psychology Journal: Practice and Research, 69(1), 47–62.https://doi.org/10.1037/cpb0000072
