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PSY FPX 8740 Assessment 3 Human Resource Development and Training


Capella University

PSY FPX 8740 Industrial/Organizational Psychology Practices in Human Resource Management

Prof. Name


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

Arli, Tjiptono, and Porto (2015) conducted a study to explore the influence of moral equity, relativism, and attitude on digital piracy behavior in a developing country. Published in the Marketing Intelligence & Planning journal, their research aimed to understand the intricate relationship between these factors and their implications for addressing digital piracy.

The study delved into the moral considerations individuals weigh when engaging in digital piracy activities. It examined how moral equity, which pertains to perceptions of fairness and justice, shapes attitudes toward digital piracy. Additionally, the research investigated the role of relativism, the belief that moral principles are subjective and context-dependent, in influencing individuals’ justifications for digital piracy.

Furthermore, Arli et al. (2015) explored the impact of attitudes toward digital piracy on actual behavior. By comprehending individuals’ attitudes and justifications, the study sought to provide insights into strategies for combating digital piracy in developing countries.

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

Blustein (2008) provided a comprehensive examination of the role of work in psychological health and well-being. Published in the American Psychologist journal, this research offers a conceptual framework, historical insights, and public policy perspectives on the relationship between work and mental well-being.

Blustein’s analysis highlighted the multifaceted nature of work and its implications for individuals’ psychological health. The research traced the historical evolution of attitudes toward work and discussed how societal changes have influenced the meaning and significance of work in people’s lives.

Moreover, Blustein (2008) explored the role of public policy in promoting mental well-being through initiatives aimed at improving the quality of work environments and enhancing job satisfaction. By recognizing the importance of work in shaping individuals’ identity and sense of purpose, the study advocated for policies prioritizing the psychological health of workers.

Hazing and Bullying in the NFL

Clark, Kimbell, Philpot, and Terry (2016) investigated the prevalence and impact of hazing and bullying within the National Football League (NFL). Published in the Journal of Business Cases and Applications, this study sheds light on the culture of harassment and intimidation within professional sports organizations.

The research examined various forms of hazing and bullying experienced by players in the NFL and explored the underlying factors contributing to these behaviors. Through in-depth interviews and analysis, Clark et al. (2016) provided insights into the dynamics of power, hierarchy, and masculinity that perpetuate hazing and bullying within the league.

Furthermore, the study discussed the consequences of hazing and bullying on the well-being and performance of athletes, as well as the organizational culture of professional sports teams. By raising awareness of these issues, the research called for proactive measures to address and prevent hazing and bullying in the NFL and other sports organizations.

Human Resources: How to Develop a Training Intervention Program

Duggan (2017) offers practical guidance on developing effective training intervention programs in the field of human resources. This resource, retrieved from the Small Business Chronicle, outlines key steps and considerations for designing and implementing training initiatives to enhance employee skills and performance.

The article emphasizes the importance of aligning training programs with organizational goals and addressing specific learning needs within the workforce. Duggan (2017) provides insights into conducting needs assessments, designing curriculum, selecting training methods, and evaluating program effectiveness.

By offering a systematic approach to training intervention development, this resource serves as a valuable tool for human resource professionals seeking to enhance organizational capabilities and drive performance improvement.

The Relationship Between Job Dissatisfaction and Training Transfer

Jodlbauer, Selenko, Batinic, and Stiglbauer (2012) explored the relationship between job dissatisfaction and training transfer among employees. Published in the International Journal of Training & Development, this research investigates how job dissatisfaction influences the transfer of knowledge and skills acquired through training programs.

The study highlighted the importance of considering motivational factors, such as job satisfaction, in promoting effective training transfer within organizations. Jodlbauer et al. (2012) discussed how employees’ perceptions of their work environment and job-related factors impact their willingness and ability to apply newly acquired competencies on the job.

By understanding the factors that facilitate or hinder training transfer, organizations can design interventions to enhance the effectiveness of training initiatives and maximize the 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 ethical perspective on diversity training initiatives in organizations. Published in the Human Resource Management journal, this research goes beyond traditional business justifications for diversity initiatives to explore the ethical imperatives for promoting diversity and inclusion.

The study argues that diversity training should not solely be driven by business objectives but should also reflect ethical considerations related to fairness, equity, and social justice. Jones et al. (2013) emphasize the importance of fostering a culture of respect and inclusivity within organizations, where diversity is celebrated as a fundamental value.

By integrating ethical principles into diversity training programs, organizations can create more meaningful and sustainable efforts to promote diversity and cultivate a positive workplace culture.

Promoting Effective Psychological Contracts Through Leadership

McDermott, Conway, Rousseau, and Flood (2013) examine the role of leadership in promoting effective psychological contracts within organizations. Published in the Human Resource Management journal, this research explores how leadership behaviors influence the formation, maintenance, and fulfillment of psychological contracts between employers and employees.

The study emphasizes the critical link between leadership practices and the quality of the employment relationship. McDermott et al. (2013) argue that effective leadership can foster trust, mutual respect, and reciprocity, which are essential for building strong psychological contracts and enhancing organizational performance.

By focusing on leadership development and promoting behaviors that align with employees’ expectations and organizational values, organizations can cultivate positive psychological contracts that contribute to 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, a widely used framework for assessing training program effectiveness. Published in New Horizons in Adult Education & Human Resource Development, this research examines the limitations and challenges associated with Kirkpatrick’s four-level model of training evaluation.

The study argues that while Kirkpatrick’s model provides a structured approach to evaluation, it may oversimplify the complexities of assessing training outcomes. Reio et al. (2017) highlight the need for a more comprehensive and nuanced understanding of evaluation processes to capture the full range of training impacts on individual and organizational performance.

By acknowledging the limitations of existing evaluation models, organizations can develop more robust assessment strategies that provide meaningful insights into the effectiveness of training programs and inform decision-making processes.

Think You Need Cultural Sensitivity Training? Think Again

Rinderle (2019) challenges the assumption that cultural sensitivity training is always necessary or effective in addressing diversity-related issues in the workplace. This article, retrieved from Workforce magazine, offers a critical perspective on the limitations of traditional diversity training approaches.

Rinderle (2019) argues that cultural sensitivity training often fails to address underlying systemic issues and may even reinforce stereotypes and biases. Instead, the author advocates for broader organizational interventions that promote inclusivity, equity, and cultural competence across all aspects of the workplace.

By shifting the focus from individual awareness to systemic change, organizations can create more meaningful and sustainable 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 insights from research on learning transfer to enhance the impact of leadership development initiatives. Published in the Consulting Psychology Journal: Practice and Research, this article discusses how principles of learning transfer can inform the design and implementation of leadership development programs.

The research highlights the importance of creating conditions that support the transfer of leadership knowledge and skills from training to the workplace. Sørensen (2017) identifies factors such as supervisor support, opportunity for practice, and alignment with organizational goals as critical drivers of learning transfer.

PSY FPX 8740 Assessment 3 Human Resource Development and Training

By incorporating strategies to facilitate learning transfer into leadership development efforts, organizations can ensure that leadership training leads to tangible improvements in leadership effectiveness and organizational performance.


Arli, D., Tjiptono, F., & Porto, R. (2015). The impact of moral equity, relativism and attitude on individuals’ digital piracy behavior in a developing country. Marketing Intelligence & Planning, 33(3), 348-365.

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.

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

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

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.

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.

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.

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.

Rinderle, S. (2019). Think You Need Cultural Sensitivity Training? Think Again. Retrieved from

PSY FPX 8740 Assessment 3 Human Resource Development and Training

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.

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