NATIONAL CORRUPTION, NATIONAL PERSONALITY AND NATIONAL CULTURE

Even though corruption continues to mar economic progression, worker enthusiasm, and societies' moral constitution, most studies of corruption have been confined to the fields of economics and political science. However, psychological variables, such as personality and cultural values, are likely to be relevant to studying corruption. In the present study of 62 countries, we examined how national averages on the Big Three personality traits, a measure of social desirability, and Hofstede's cultural dimensions relate to perceptions of a nation's level of corruption. The Big Three personality traits showed modest relationships with corruption. However, national averages on a social desirability measure were strongly and positivel correlated with corruption, suggesting that national dishonesty in responding to personality items is related to national dishonesty in corruption. In addition, the discrete, combined, and unique effects of personality and culture on corruption were compared. The findings suggest that both cultural values and personality have relevance for understanding corruption. As globalization continues to promote the exchange of cultural values and the assimilation of both individuals and organizations into new cultures, these findings highlight the need for I/O psychologists to be attentive to both culture and personality in designing human resource systems.

Drivers of Employee Engagement and Engagement Value Proposition

This chapter will focus on the drivers of employee engagement and will define the engagement proposition for the employees in the organization. It is important for the human resource systems in companies to be effectively clubbed with new processes to make employee engagement an end-to-end practice. Employers know that engaged employees are more productive, and therefore, every organization needs to analyze the drivers of employee engagement. There are many drivers to employee engagement. This chapter will discuss a few engagement drivers, namely meaningful work, workplace environment, and recognition.

A Modular and Extensible Framework for Human Resource System

Human Resource is an essential part for an organization and integration of technology would just enhance the effectiveness. One of the scope that Human Resource must take note is performance and productivity. However, there is still no infallible or highly reliable way to measure productivity and performance of an organization and its employees for current industrial Human Resource systems. There is still possible improvement that can be made to the system in the current time. The purpose of this study is to propose a modular and extensible framework of Human Resource systems that used to measure the performance and productivity of an organization. This study compares the different criteria of existing Human Resource systems to ensure the proposed framework would surpassed the current real world industrial system. The results of the review provide insights for important criteria in HR system to increase the accuracy of the performance review. This study also constructs Entity Relationship Diagram (ERD) to demonstrate the logical structure of the proposed framework. The ERD will form the foundation of the proposed framework to improve the Human Resource system for evaluating the productivity and performance of an organization.

Built to Collaborate? Organization Design and Coalition Success

Coalitions implementing health promotion initiatives are composed of organizations that collaborate with one another. However, organizations do not collaborate; rather it is people representing organizations that make partnerships happen, and some collaborators are more effective than others. The way organizations are designed markedly influences the manner in which collaborators represent their organizations in coalitions. In this study, we explore how organizations are designed to support effective collaboration. Using a mixed methods design, high-performing collaborators were identified through a survey. The top 25 participated in in-depth interviews. Interviews assessed organization design components including strategy, structure, processes, human resource systems, measurement systems, and culture. Findings revealed multiple design elements that supported the use of collaboration skills including strategies that explicitly acknowledged a reliance on interorganizational collaboration; nonhierarchical, informal, and flexible structures; processes that empowered collaborators to act on behalf of their organizations; human resource systems that included job descriptions, training, and performance appraisals that reinforced the use of collaboration skills; measurement systems that included performance data taken at the domain level; and cultures that supported diversity of thought, innovation, risk-taking and a “do-whatever-it-takes” attitude in accomplishing tasks. These findings can assist organization leaders in designing organizations to support effective multiorganizational collaboration.