Ramiro Montealegre, Wayne F Cascio
Communications of the ACM,Vol. 60, Issue 12, Pages: 60-67.
Y ZENZEN of enormous quantities of structured and unstructured data, requiring the adjective “big” to distinguish this new paradigm of development. Ubiquitous computing also blurs the boundaries between industries, nations, companies, providers, partners, competitors, employees, freelancers, outsourcers, volunteers, and customers. They also yield opportunities to unify the physical space, which has always used information to try to make an inherently inefficient system more efficient, and the electronic space, which enables information accessibility to overcome the limitations of the physical space. Merging the physical and the electronic also has implications for privacy and security, as well as how companies are organized and manage human talent.Given these rapid advances and our increased reliance on technology, the question of how to manage technologyenabled change in work and employment is highly salient for companies and their executives. General predictions anticipate significant changes in knowledge acquisition, sharing, and distribution, as well as related ripple

Wayne F Cascio
Human Resource Management Review,
The scope of the training enterprise is vast, the field is dynamic, and multi-level issues confront training researchers. After identifying three “mega trends” – globalization, technology, and demographic changes – this paper reviews training trends at the macro level, the micro level, and emerging policy issues and links each one to the mega trends. The macro-level trends – increasing demands for personal and professional development by job seekers and employees, the effects of digital technology on work, structural changes in labor markets, increasing training opportunities for non-standard workers, and training as an important aspect of an employer’s brand – reflect broad trends in the economy. Micro-level trends – better understanding of requirements for effective learning; use of short, digital lessons; and options for optimizing learning and preventing skill and knowledge decay – each focus on improving the

David G Collings, Kamel Mellahi, Wayne F Cascio
Oxford University Press,
The Oxford Handbook of Talent Management offers academic researchers, advanced postgraduate students, and reflective practitioners a state-of-the-art overview of the key themes, topics, and debates in talent management. The Handbook is designed with a multi-disciplinary perspective in mind and draws upon perspectives from, inter alia, human resource management, psychology, and strategy to chart the topography of the area of talent management and to establish the base of knowledge in the field. Furthermore, each chapter concludes by identifying key gaps in our understanding of the area of focus. The Handbook is ambitious in its scope, with 28 chapters structured around five sections. These include the context of talent management, talent and performance, talent teams and networks, managing talent flows, and contemporary issues in talent management. Each chapter is written by a leading international scholar in the area and thus the volume represents the authoritative reference for anyone working in the area of talent management.

Herman Aguinis, Wayne F Cascio, Ravi S Ramani
Palgrave Macmillan UK,Vol. 48, Issue 6, Pages: 653-663.
International business is not immune to science’s reproducibility and replicability crisis. We argue that this crisis is not entirely surprising given the methodological practices that enhance systematic capitalization on chance. This occurs when researchers search for a maximally predictive statistical model based on a particular dataset and engage in several trial-and-error steps that are rarely disclosed in published articles. We describe systematic capitalization on chance, distinguish it from unsystematic capitalization on chance, address five common practices that capitalize on chance, and offer actionable strategies to minimize the capitalization on chance and improve the reproducibility and replicability of future IB research.

John Boudreau, Wayne Cascio
Journal of Organizational Effectiveness: People and Performance,Vol. 4, Issue 2, Pages: 119-126.
This paper shows that the ‘push’ and ‘pull’ factors behind the lack of greater use of human capital analytics represent fertile ground for future research and implications for practitioners on both ends.

Kevin HC Cheng, C Harry Hui, Wayne F Cascio
Frontiers in psychology,Vol. 8, Pages: 521.
Some researchers assume that employees’ personality characteristics affect leniency in rating others and themselves. However, little research has investigated these two tendencies at the same time. In the present study we developed one index for other-rating leniency and another one for self-rating leniency. Based on a review of the literature, we hypothesized that a generous assessment of peers would more likely be made by those who are extroverted and agreeable than by those who are not. Furthermore, a generous assessment of oneself would more likely be made by people who are conscientious and emotionally stable, than by people who are not. We also investigated if the leniency in rating others and the leniency in rating oneself are part of a more general leniency tendency. Data collected from a sample of real estate dealers provided support for the above hypotheses. Limitations and implications for future research are discussed.