Tag Archives: Cascio

How Technology Is Changing Work and Organizations

Wayne F. Cascio and Ramiro Montealegre
Annual Review of Organizational Psychology and Organizational Behavior, Volume 3, pp. 349-375

Given the rapid advances and the increased reliance on technology, the question of how it is changing work and employment is highly salient for scholars of organizational psychology and organizational behavior (OP/OB). This article attempts to interpret the progress, direction, and purpose of current research on the effects of technology on work and organizations. After a review of key breakthroughs in the evolution of technology, we consider the disruptive effects of emerging information and communication technologies. We then examine numbers and types of jobs affected by developments in technology, and how this will lead to significant worker dislocation. To illustrate technology’s impact on work, work systems, and organizations, we present four popular technologies: electronic monitoring systems, robots, teleconferencing, and wearable computing devices. To provide insights regarding what we know about the effects of technology for OP/OB scholars, we consider the results of research conducted from four different perspectives on the role of technology in management. We also examine how that role is changing in the emerging world of technology. We conclude by considering approaches to six human resources (HR) areas supported by traditional and emerging technologies, identifying related research questions that should have profound implications both for research and for practice, and providing guidance for future research.

The search for global competence: From international HR to talent management

Wayne F. Cascio and John W. Boudreau
Journal of World Business, Volume 51, Issue 1, Pp. 103–114

This article describes the evolution of the search for global competence through a 50-year content analysis and review of published research in the field of International HR Management (IHRM), and more recently, Talent Management (TM), with special emphasis on the Journal of World Business. We present a detailed examination of the IHRM/TM content of the Journal of World Business from its inception in 1965 through 2014. To put the results of that review into perspective, we review key themes in global business and strategy from 1965 to the present, noting where IHRM/TM research and business trends correspond, diverge, and lag. Next, we present a brief history of IHRM and TM, showing how the emerging theme of TM offers challenges and promise for connecting future IHRM/TM research with emerging business, strategy, and social trends. We conclude with the implications of our findings for future research, and the importance of the search for global competence.

Strategic HRM: Too Important for an Insular Approach

Wayne F. Cascio
Human Resource Management, Volume 54, Issue 3, May/June 2015, Pp. 423–426

Strategic human resource management (SHRM) is the choice, alignment, and integration of an organization’s HRM system so its human capital resources most effectively contribute to strategic business objectives. Kaufman’s review (this issue) of four books in the field revealed key differences in two areas: the intended audience (academics and general managers versus researchers only) and orientation (the use of field observer and participant observation methods versus ivory tower scientism). Overemphasis on the latter produces research that is relevant only to academics and that is not used in organizations. I argue, as have others, that in addition to rigor, a successful scientific discipline must prove itself relevant to the society in which it is embedded. Hence, the objectives of SHRM should be twofold: to influence academic thinking and conceptualizing, but also to alter the way managers set priorities and make decisions. To do that, researchers have to work directly with managers. The challenge is to create models that reflect a broader view of performance as well as more complete taxonomies of internal and external factors that help shape business and HR strategies. © 2015 Wiley Periodicals, Inc.

Talent management: Current theories and future research directions

Akram Al Ariss, Wayne F. Cascio, and Jaap Paauwe
Journal of World Business, Volume 49, Issue 2, P. 173–179

Research on Talent Management (TM) has been lagging behind businesses in offering vision and leadership in this field. After sketching a comprehensive outline of knowledge about TM, theoretical as well as practical, we introduce the papers in this special issue and their important contributions. This introductory article contributes to filling the knowledge gap by offering a research agenda at multiple levels and in multiple contexts. We also discuss methodological issues in the study of TM, and conclude by identifying several key trends that are now, and will continue to influence the practice and study of TM in the future.

Leveraging employer branding, performance management and human resource development to enhance employee retention

Wayne F. Cascio
Human Resource Development International, Volume 17, Issue 2, Pp. 121-128

Global economic recovery from years of depressed growth has accelerated voluntary turnover, along with employer concerns about retention. More employers are also promoting from within their ranks, and this has put growing emphasis on HRD and career-development initiatives. This article argues that the biggest winners in this emerging economic environment, at least from a talent perspective, are organizations with positive employer brands, performance management strategies that help employees develop expertise that maximizes their potential, and innovative approaches to the design and delivery of HRD initiatives, especially technology-delivered instruction (e.g., mobile and virtual applications, simulations, MOOCs) and social-learning tools (e.g., wikis, communities of practice, social media). These strategies are by no means exhaustive, but they are three key elements of employee retention.

Investing in HRD in Uncertain Times Now and in the Future

Wayne F. Cascio
Advances in Developing Human Resources February 2014 vol. 16 no. 1, pp. 108-122

The Problem We live in uncertain times, exacerbated by many direct and indirect effects of the global financial crisis. However, there is a lack of understanding about how human resource development (HRD) is responding to the global financial crisis or how HRD scholars and practitioners can best respond to these new realities and thus successfully ensure the future of HRD.

The Solution To appreciate the future, it is critical to understand the past. Thus, this reflective piece outlines several factors that have caused, and continue to cause, uncertainty in the global economy, including structural changes in labor markets and developments in technology. A literature review revealed several HRD responses of firms to these new realities. These include technology-delivered instruction and social-learning tools. The article concludes by identifying characteristics of effective training and examines some distinctive practices of three firms that have been recognized as the global best in class for their leadership-development efforts.

The Stakeholders
Scholars and practitioners interested in the HRD, technology-delivered instruction, and social-learning fields.

HR strategy: Optimizing risks, optimizing rewards

Wayne Cascio and John Boudreau
Journal of Organizational Effectiveness: People and Performance, Volume 1, Issue 1, pp.77 – 97

Purpose – The purpose of this paper is to suggest that in the arena of human capital, risk-mitigation may overshadow risk-optimized decisions, and show how a more balanced approach can be achieved by understanding and applying frameworks from behavioral decision theory, as well as framing human capital risk using tools and frameworks that have a long history in other management arenas, such as finance.

Design/methodology/approach
– Review risk-optimization frameworks in human resource and general management, distill key connections, suggest ways to enhance risk optimization for human capital, and offer suggestions for future research and practice.

Findings – For human capital, risk-mitigation may overshadow risk-optimization, a balanced approach can be achieved by applying behavioral decision theory and by using frameworks from other management arenas, such as finance.

Practical implications – Organizations must acknowledge and skillfully manage the connections between human capital and competitive strategy in this emerging arena of human capital risk, or they will miss key strategic opportunities.

Originality/value – Attention to human capital risk has largely emphasized minimizing or controlling unwanted outcomes, but the paper proposes that risk-optimization requires balanced attention to risk-taking as well.

Reflections on the Metamorphosis at Robben Island: The Role of Institutional Work and Positive Psychological Capital

Wayne F. Cascio and Fred Luthans
Journal of Management Inquiry, Volume 23 Issue 1, pp. 51-67

Nelson Mandela and other political prisoners from South Africa were imprisoned on notorious Robben Island from the mid-1960s until the end of the apartheid regime in 1991. The stark conditions and abusive treatment of these prisoners has been widely publicized. However, upon reflection and in retrospect, over the years, a type of metamorphosis occurred. Primarily drawing from firsthand accounts of the former prisoners and guards, it seems that Robben Island morphed from the traditional oppressive prison paradigm to one where the positively oriented prisoners disrupted the institution with a resulting climate of learning and transformation that eventually led to freedom and the end of apartheid. At a macro level of analysis, we use the theoretical lens of institutional work, and, at a micro level, positive psychological capital (hope, efficacy, resiliency, and optimism) to explain what happened. This metamorphosis led to one of, if not the greatest, societal transformations in modern history. We conclude by discussing some implications and lessons learned for organizational scholars and practitioners.

Current issues in International HRM: Alternative forms of assignments, careers and talent management in a global context

Marion Festing, Pawan S. Budhwar, Wayne Cascio, Peter J. Dowling, Hugh Scullion
German Journal of Research in Human Resource Management, Vol. 27 Issue 3, March 2013, P. 161-166

International Human Resource Management (IHRM) has become an important field of research. The first textbook on International Human Resource Management is approaching its 25th birthday (Dowling & Schuler, 1990; Dowling, Festing, & Engle,
2013) and the first journal dedicated to the investigation of human resource management topics in an international context established in 1989, the International Journal of Human Resource Management, is also close to it 25th Volume. Another specialized journal dedicated to international staff mobility, the Journal of Global Mobility, has been established by a group of prominent IHRM researchers this year. A regular conference dedicated to IHRM was established in the late 1980s and for more than 20 years this conference has convened biennially. It still enjoys strong support and the 13th Conference will be organized in Cracow, Poland in 2014.

Research in industrial and organizational psychology from 1963 to 2007: Changes, choices, and trends

Cascio, W. F., & Aguinis, H.
Journal of Applied Psychology Vol. 93 Issue 5, p. 1062-1081

We conducted a content analysis of all articles published in the Journal of Applied Psychology and Personnel Psychology from January 1963 to May 2007 (N = 5,780) to identify the relative attention devoted to each of 15 broad topical areas and 50 more specific sub-areas in the field of industrial and organizational (I/O) psychology. Results revealed that some areas have become more (or less) popular over time, whereas others have not changed much, and that there are some lagged relationships between important societal issues that involve people and work settings (i.e., human-capital trends) and I/O psychology research that addresses them. Also, much I/O psychology research does not address human-capital trends. Extrapolating results from the past 45 years to the next decade suggests that the field of I/O psychology is not likely to become more visible, more relevant to society at large, or even to achieve the lofty goals it has set for itself unless researchers, practitioners, universities, and professional organizations implement several types of changes. For example, researchers can make more conscious decisions about which topics to tackle and collaborate more often with practitioners. Universities can re-think the incentive structure of academic research and consider offering sabbaticals for academics in business practice. Academics can re-think graduate training, as well as the socialization and mentoring of new faculty members. Finally, professional associations can offer joint academic practitioner sessions at conferences, in which both groups can work together on important problems; and certification bodies can incorporate more research-based content into
examinations.

Staffing twenty-first-century organizations

Cascio, W. F, & Aguinis, H.
Academy of Management Annals, Vol. 2, p. 133-165

We highlight important differences between twenty-first-century organizations as compared with those of the previous century, and offer a critical review of the basic principles, typical applications, general effectiveness, and limitations of the current staffing model. That model focuses on identifying and measuring job-related individual characteristics to predict individual level job performance. We conclude that the current staffing model has reached a ceiling or plateau in terms of its ability to make accurate predictions about future performance. Evidence accumulated over more than 80 years of staffing research suggests that general mental abilities and other traditional staffing tools do a modest job of predicting performance across settings and
jobs considering that, even when combined and corrected for methodological and statistical artifacts, they rarely predict more than 50% of the variance in performance. Accordingly, we argue for a change in direction in staffing research and propose an expanded view of the staffing process, including the introduction of a new construct, in situperformance, and an expanded view of staffing tools to be used to predict future in situperformance that take into account time and context. Our critical review offers a novel perspective and research agenda with the goal of guiding future research that will result in more useful, applicable, relevant, and effective knowledge for practitioners to use in organizational settings.

Evidence-Based Management And The Marketplace For Ideas

Cascio, Wayne F.
Academy of Management Journal Vol. 50, Issue 5, p. 1009-1012

In this article the author examines methods which management professionals can use to excel in their given fields. He contrasts the academic study of human resource management with the practical application of the process. Examined are the roles played by different types of professionals in the field such as management consultants, human resource managers in a corporate setting and journalists who report on personnel matters. He notes that academics use management science to create new knowledge, while practitioners are not always receptive to academic theory, preferring more practical applications. In addition the author examines human resource matters and the influence on them of evidence-based management.

The High Cost of Low Wages

Cascio, Wayne F.
Harvard Business Review Vol. 84 Issue 12, p. 23

This article compares Wal-Mart’s Sam’s Club and Costco in terms of employee benefits and wages. The author claims that managing labor costs isn’t a bad idea, but stingy pay and benefits don’t necessarily translate to lower costs in the long run. With 338 stores and 67,600 full-time employees, Costco is the number one wholesaler, while Sam’s Club has 551 stores and 110,200 employees and is the number two wholesaler. Wages at Costco are much higher than those at Sam’s, and it is also more generous with its benefits. The difference, even though Costco’s practices are more expensive, is that Costco has a very low turnover and Sam’s Club a high one. Therefore, the annual cost of replacing employees is nearly three times more for Sam’s Club. Costco’s strategy for cost containment is employee loyalty.

Decency Means More than "Always Low Prices": A Comparison of Costco to Wal-Mart’s Sam’s Club

Cascio, Wayne F.
Academy of Management Perspectives Vol. 20 Issue 3, p. 26-37

Wal-Mart’s emphasis on “Always low prices. Always” has made it the largest retail operation in history. However, this unrelenting mission has also created a way of doing business that draws substantial criticism regarding the company’s employment practices, relationships with suppliers, and the company’s impact on local economies. This paper focuses on a company that delivers low prices to consumers, but in a fundamentally different way than its competitor, Wal-Mart. That company is warehouse-retailer Costco. In the following sections we will begin by providing some background on the company, including its history, its business model, its ethical principles, core beliefs, and values. Then we will consider some typical Wall Street analysts’ assessments of this approach, followed by a systematic comparison of the financial performance of Costco with that of Sam’s Club, a warehouse retailer that is part of Wal-Mart.

The Economic Impact of Employee Behaviors on Organizational Performance

Cascio, Wayne
California Management Review Vol. 48 Issue 4, p. 41-59

The behavior of employees has important effects on the operating expenses of organizations in both the private and public sectors. While these effects are not widely known (or even, in some cases, appreciated by employers), they are, nonetheless, quite substantial. This article considers some key areas where the behavior of employees has a meaningful financial impact on their organizations. The areas it examines are: the effects of high- versus low-wage employment strategies on employee turnover and productivity; the importance of employee retention; absenteeism and presenteeism; healthcare costs associated with unhealthy lifestyles; employee attitudes; payoffs from training through development programs; and payoffs from the use of valid staffing procedures. While these areas are by no means exhaustive, they are representative of those that most employers encounter. This article also presents strategies for employers to improve the performance of their organizations by managing people wisely and illustrates its analysis through a comparison of the employment strategies of two well-known retailers, Costco and Wal-Mart’s Sam’s Club.

Test development and use: New twists on old questions

Cascio, W. F., & Aguinis, H.
Human Resource Management, Vol. 44 Issue 3, pp. 219-235

Over the past several decades there have been some significant advances in psychological science, specifically, in our knowledge about important questions to address with respect to the development and use of assessment tools. This paper focuses on developments in research and guidelines for practice in five selected areas that, if applied, will lead to more informed use of assessment tools. The five areas that we discuss are: validity generalization, statistical significance testing, criterion measures, cutoff scores, and cross-validation.

From business partner to driving business success: The next step in the evolution of HR management

Cascio, Wayne F.
Human Resource Management, Vol. 44 Issue 2, pp. 159-163

In the 1980s, a combination of economic and political factors led to the demand for greater accountability in all functional areas of business, including HR. The massive restructuring of organizations in the 1990s led to the outsourcing of many of HR’s basic transactional functions. In order for HR to add value to an organization, it must have several key competencies. “Influence in leadership is all about understanding the business well enough so that what you recommend adds value to the organization,” says one HR vice president. This article shows how this is done through the example of SYSCO Corporation.