PSY FPX 8740 Assessment 3

Impact of Moral Equity, Relativism, and Attitude on Individuals’ Digital Piracy Behavior in a Developing Country

Arli, Tjiptono, and Porto (2015) analyzed the impacts of moral fairness, relativism, and attitude on digital piracy behavior in an emerging economy. They explored the complex relationship of the variables and its implication for gaining and suppressing digital piracy within the Journal of Marketing Intelligence & Planning.

The research investigated the moral considerations people take when engaging in digital piracy. The research examined how moral balance, that is, what people consider right and wrong, comes into play when attitudes are being formed about digital piracy. The research also investigated the effect of relativism, or the belief that morality is relative and subjective, on the development of the reasons people engage in digital piracy.

Besides, Arli et al. (2015) described the function of attitudes towards digital piracy in influencing behavior. Through understanding individuals’ attitudes and rationalization, the study aimed to provide insights into how digital piracy can be addressed in developing countries.

The Role of Work in Psychological Health and Well-being: A Conceptual, Historical, and Public Policy Perspective

Blustein (2008) provided a conceptual critique of the work role in mental health and well-being. The article, in the American Psychologist journal, presents a conceptual model, history, and public policy implications of the intersection of work and mental health.

Blustein’s criticism is targeted towards the multidimensionality of work and its psychological impact on human beings. The research traces the historical progression of work attitude and gives explanations on why changes in society had affected the conception and value of work in human beings’ lives.

Furthermore, Blustein (2008) describes the role of public policy in supporting mental well-being through initiatives that improve work life quality and job satisfaction. Through recognition of the inherent role of work in building workers’ sense of self and meaning, the study encourages policies aimed at employees’ psychological health.

Hazing and Bullying in the NFL

Clark, Kimbell, Philpot, and Terry (2016) examined the incidence and implications of hazing and bullying within the National Football League (NFL). This journal article, in the Journal of Business Cases and Applications, sheds light on the harassment and intimidation in sport organization culture.

The research examines various forms of hazing and bullying that NFL players experience and explores the reasons why these activities occur. Clark et al. (2016), in a qualitative study through in-depth interviews and content analysis, brought into perspective the power relations, hierarchy, and masculinity that fuel hazing and bullying in the league.

In addition, the study discusses how hazing and bullying affect sportsmen’s performance and health, as well as organizational culture among professional sportsmen. Through promoting awareness of this, the study recommends preventive mechanisms to eradicate and avoid hazing and bullying among the NFL players and other sports organizations.

Human Resources: How to Develop a Training Intervention Program

Duggan (2017) gives step-by-step instructions on developing effective training intervention programs for human resources. The report, available from the Small Business Chronicle, offers steps and considerations in planning and implementing training programs to enhance employee skills and performance.

The publication highlights the need to link training programs to business objectives and address particular learning requirements in the workforce. Duggan (2017) offers guidance on performing needs assessments, building curriculum, choosing training approaches, and assessing program effect.

With its methodical approach to training intervention design, the publication is an effective resource for human resource managers who are interested in organizational competence development and performance enhancement.

The Relationship Between Job Dissatisfaction and Training Transfer

Jodlbauer, Selenko, Batinic, and Stiglbauer (2012) carried out a study of the connection between training transfer and job dissatisfaction for workers. A published paper in the International Journal of Training & Development describes how training transfer is influenced by job dissatisfaction.

The study underscores the importance of considering motivational elements such as job satisfaction to realize effective training transfer within organizations. Jodlbauer et al. (2012) discuss the ways in which employees’ work environment perception and job-specific influences shape their intention and ability to apply newly acquired competences in the work environment.

By understanding the factors that facilitate or hinder training transfer, organizations can develop 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) present an ethics perspective in the case of corporate diversity training programs. Published and authored in the Human Resource Management journal, the study deviates from typical business logic for diversity programs towards presenting ethical rationale behind diversity and inclusion.

The research argues that diversity training must be business-driven solely and also imbued with ethical values of fairness, equity, and social justice. Jones et al. (2013) emphasize the development of a culture of respect and respect for diversity within organizations, which puts diversity in the center as an inherent value.

By integrating ethical standards in diversity training courses, companies are able to achieve better and more sustainable attempts towards diversity and sound workplace culture building.

Promoting Effective Psychological Contracts Through Leadership

McDermott, Conway, Rousseau, and Flood (2013) write about the leadership function in building solid psychological contracts in organizations. The study, published in the Human Resource Management journal, examines the influence of leadership behavior on employees’ formation, maintenance, and fulfillment of psychological contracts with employers.

The study is centered on the important link between the quality of the employment relationship and the practice of leadership. According to McDermott et al. (2013), leadership is said to foster trust, respect, and reciprocity needed in the development of effective psychological contracts, as well as enhance 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) describe a critique of Kirkpatrick’s Evaluation Model, which is the most widely utilized model for assessing the success of training programs. In New Horizons in Adult Education & Human Resource Development, this article presents a discussion of the limits and intricacies of Kirkpatrick’s four-level training evaluation model.

The study affirms that while Kirkpatrick’s model is a systematic approach to evaluation, it has the potential to oversimplify the richness of trying to measure the outcomes of training. Reio et al. (2017) indicate the importance of having a wider and richer understanding of evaluation processes for the sake of being able to capture the multiple effects of training on individual performance as well as organizational performance.

By establishing the shortcomings of current models of evaluation, organizations are able to build stronger assessment plans that offer relevant information regarding training program effect and guide decision-making.

Think You Need Cultural Sensitivity Training? Think Again

Rinderle (2019) contradicts the assumption that sensitivity training is always necessary or effective in assisting to resolve diversity issues in the workplace. This article, downloaded from Workforce magazine, offers a critical perspective on the shortcomings of traditional methods of diversity training.

Rinderle (2019) argues that cultural sensitivity training seldom addresses systemic problems and even compounds stereotypes and prejudice in some instances. Instead, the author posits that more systemic organizational interventions for promoting inclusivity, equity, and cultural competence are required across all areas of the workplace.

By shifting the attention away from the individual

consciousness to systemic change, companies can create more substantial and long-lasting diversity initiatives that allow for 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 the impact of leadership development programs. This article, published in the Consulting Psychology Journal: Practice and Research, describes how learning transfer principles can inform the design and delivery of leadership development programs.

The research underscores the importance of creating conditions for transferring leadership knowledge and skills from the training context to the work environment. Sørensen (2017) describes the variables of supervisor support, opportunity to practice, and alignment with organizational objectives as learning transfer drivers essential for success.

By incorporating strategies to promote learning transfer into leadership development initiatives, organizations can ensure that leadership training brings tangible improvements in leadership effectiveness and organizational performance.

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. [Capella]. Retrieved from https://capella.vitalsource.com/#/books/9781256845577/

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 from http://www.arabi.com/manuscripts/162510.pdf

Duggan, T. (2017). Human Resources: How to Develop a Training Intervention Program. Retrieved from https://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

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.21529