Professional Practice Series and Recommendations Hardcover 9 docx

... 5.34.67.68.41.612.58.1126.8−0.73 .9 5 98 .9 99. 0 99 .0101.4 98 .9 102.3 99 .6100 .9 107.2 93 .8 96 .0 97 .8 93 .6 94 .4 91 .4 93 .0 97 .3 89. 8 91 .588 .9 100.4 94 .5 92 .1 92 .8101.4102.6101.3101.5 99 .9 100.7 99 .3 98 .3106.4 93 .6100.5100.3103.4103.0100.7 99 .6105.4 99 .9 100.1101.6105.7 99 .5100.1101.3100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0UKGermanyFranceCanadaChinaIndiaRussiaBrazilJapanSpainItaly1Q 09 ... %100.0101.5 98 .7 93 .6 98 .9 Table 9. 2. Employee Confidence Percentage Scores.Δ2Q 09 −1Q 09 2Q 09 U.S. 5.34.67.68.41.612.58.1126.8−0.73 .9 5 98 .9 99. 0 99 .0101.4 98 .9 102.3 99 .6100 .9 107.2 93 .8 96 .0 97 .8 93 .6 94 .4 91 .4 93 .0 97 .3 89. 8 91 .588 .9 100.4 94 .5 92 .1 92 .8101.4102.6101.3101.5 99 .9 100.7 99 .3 98 .3106.4 93 .6100.5100.3103.4103.0100.7 99 .6105.4 99 .9 100.1101.6105.7 99 .5100.1101.3100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0100.0UKGermanyFranceCanadaChinaIndiaRussiaBrazilJapanSpainItaly1Q 09 ... Confidence3Q084Q081Q 09 2Q 09 92 94 96 98 102100104Jun Jul Aug Sep Oct Nov Dec Jan FebMar Apr May Jun2Q08 − 2Q 09 Conf. Board %51.0 51 .9 56 .9 59. 838.8 44 .9 38.0 37.7 25.3 26.0 39. 2 54.8 49. 3ECI %100.0101.5 98 .7 93 .6 98 .9 Table...

... factor analyses across,time, contexts, and cultures (Buss, 199 1; Digman, 199 0; Goldberg, 199 2, 199 3; McCrae & Costa, 198 7; McCrae & John, 199 2) and arelabeled ‘‘the Big Five.’’ The Big ... classifying them (Digman, 199 0; Goldberg, 199 2, 199 3; McCrae & Costa, 198 7, 198 9; McCrae& John, 199 2). These five factors have been found repeatedlythrough factor analyses and confirmatory factor ... environment(see Black & Gregersen, 199 1; Cui & Awa, 199 2; Dunbar, 199 2;Nicholson & Imaizumi, 199 3; Selmer, 2002). A recent studyby Takeuchi, Tesluk, Yun, and Lepak (2005), however, foundsupport...

... 390 4 1 493 4115 1282 2288 1238 296 2600 10 192 1 593 8 191 3 594 MeanWLE 2 .94 a3.05b2 .94 a3.07b3.00a3.11b3.04a3.01a3.32a3. 39 b3.32a3.37bSD .96 .95 .96 .94 .97 1.00 .98 .97 .92 ... 56081643 1 496 418 16 49 265MeanWLE 3.31a3.28a3.28a3.34b3.08a3.17b3. 09 a3.16b2 .90 a3.16b2 .94 a3.02aSD .92 .93 .93 .90 .97 1.01 .99 .96 .96 .98 .97 .93 Note: Countries in each band ... 4024 97 92 15138MeanWLE 3.06a3.14b3.03a3. 19 b3.24a3.25a3.23a3. 29 b2.66a2.74a2.63a2 .95 aSD .96 1.00 .97 .94 .94 .97 .96 .92 .92 .97 .95 . 89 Note: Countries in each band are...

... culture, and exert their own influences on work values, attitudes, behav-iors, and thus on organizational human resource policies and practices (McGaughey & De Cieri; 199 9; Tayeb, 199 5; 199 7).Overall, ... (for example, criteria and sources ofrecruitment) (Tayeb, 199 5; 199 8). This is especially the casebecause historical legacies, social stratification, educational sys-tem, and pressure groups all ... & Trimble, 20 09; Lengnick-Hall & Lengnick-Hall, 198 8; McGaughey & De Cieri, 199 9; Schuler& Tarique, 2007). In the next two sections we outline key external and internal contingency...

... Fortune, 1 49, 84 98 .MSNBC Associated Press, May 1, 20 09. Pentagon targets recruits onFacebook, Twitter. Retrieved on May 9, 20 09, from www.msnbc.msn.com/id/30513702/.Nakache, P. ( 199 7). Cisco’s ... Islamic revival in Asia and human resource manage-ment. Employee Relations, 19, 352–364.Tayeb, M. ( 199 8). Transfer of HRM practices across cultures: An Ameri-can company in Scotland.TheInternational ... goingto go and work in The Hague and vice versa. So in essence youwind up in a global job market and the standardization [of staffingsystems] ensures that you are applying the same standards and using...

... been an increased focus in both science and practice on improving the quality of intercultural interactions(Byram, 199 7; Deardorff, 20 09; Hall, 199 2; Landis, Bennett, &Bennett, 2004). Many ... self-reported and supervisor-ratedperformance and adjustmentTheory-based cultureassimilator resulted inmore intention tochange behaviorBhawuk, 199 8;Cushner, 198 9;Mitchell & Foa, 196 9;O’Brien ... cultureHigher supervisor-evaluatedperformance and self-reportedadjustmentNo impact on attitudechangeBird et al., 199 3;Earley, 198 7; Gannon& Poon, 199 7CultureAssimilatorsCulture-generalassimilator...

... regulation and knowledge of one’s thoughts(Brown, 197 5; Leonesio & Nelson, 199 0). These skills includethings such as planning and monitoring (Brown, Bransford, 296 Going GlobalDavis, M. H. ( 198 3). ... in the global marketplace.NewYork:RandomHouse.Crowne, K. A. (2008). What leads to cultural intelligence? BusinessHorizons, 51(5), 391 – 399 .Cushner, K. ( 198 9). Assessing the impact of a culture-general ... Mendenhall, M. E. ( 199 2). Global assign-ments: Successfully expatriating and repatriating international managers.San Francisco: Jossey-Bass.Black, J. S., & Mendenhall, M. E. ( 199 0). Cross-cultural...

... experience is beneficial for one’s career(Adler, 198 1, 199 7; Black et al., 199 2b; Black, 199 4; Gomez-Mejia & Balkin, 198 7; Gregersen & Black, 199 5). This will alsohelp produce a culture in ... regarding repatriations; for example,career objectives and performance (Adler, 198 1, 199 7; Black, 199 2; Black et al., 199 2b; Conference Board, 199 6). The inten-tion of these career-planning reentry ... disregarded as ‘‘different, and not relevant here’’ (Adler 198 1, 199 7; Hammer et al., 199 8).Work-Life Balance and International AssigneeSupport PracticesThelastpracticeareaofinteresttoindustrialpsychologistsinvolved...