Author: Cavan Chupp

In this scenario, I have been presented with the opportunity to move to Sudan, taking on an international assignment. This transition appears to have short and long-term benefits. In understanding the decision I am making, there must be careful consideration of various factors. I used Hofstede’s cultural dimensions as a means of assessing the feasibility of this move.

Power Distance: In the U.S., there is a lower power distance than there is in Sudan. This manifests itself through a more egalitarian system/work culture in the US. Sudan, with a higher power distance, has a deeply respected hierarchical structure [1].

Individualism vs. Collectivism: This is another area where the US and Sudan are very different. The U.S. is highly individualistic, while Sudan has a bent towards collectivism. Components such as family and community have stronger ties in Sudan than they do in the U.S. – – – this could make for a hard transition.

Masculinity vs. Femininity: I am not sure exactly how to describe the U.S. in this metric, but I would guess that it leans toward masculinity through competition. Sudan seems to be even more so, focusing a lot on traditional gender roles. Sudan differs a lot on social structures than in the U.S. .

Uncertainty Avoidance: Sudan’s uncertainty avoidance would be higher than that of the U.S. – – – this can be seen in Sudanese people preferring stability and structure over innovative but more risky ventures (as seen in the U.S.).

Long-Term vs. Short-Term Orientation: Sudan has a stronger short-term orientation, where they emphasize tradition and religious values in the present. Alternatively, it seems as if the U.S. focuses more on long-term goals (orientation).

Indulgence vs. Restraint: The U.S. definitely leans more towards indulgence, as Americans value their leisure time/freedom. On the other end, Sudan is more restrained. This means they follow stricter social norms and religious values.

Based on this research, I would want to consider the viable career growth opportunities, how I will adapt to the culture, the safety/stability, and work-life balance. I would want to ensure that the compensation and benefits would outweigh the difference in climate/environment I would be walking into. A trip to see the country first-hand and assurance of benefits and safety could be used to convince me to take the job.

Sources:

[1] “Sudan – Political process,” Encyclopedia Britannica. https://www.britannica.com/place/Sudan/Political-process

‌

Based on my results from Psychology Today, I have learned that I tend to rely on problem-focused coping strategies when dealing with stress [1]. This manifests itself through actions taken to modify or take charge of a stressful situation (under the assumption that it is within my control). This approach has been very effective in many situations, but there are caveats where it lacks utility – – – particularly in situations where the stressor cannot be changed or resolved through problem -solving alone.

In my professional career, I want to start developing a balance between problem-focused and emotion-focused coping strategies. This could look like incorporating relaxation techniques or practicing mindfulness, leading to a better handle on stressors that are beyond my control. Additionally, maintaining a healthy work-life balance and building strong profession relationships will be crucial as I continue to grow in my career.

Through research, I have discovered that many companies now offer Employee Assistance Programs (EAPs) [2]. This seems to result from a continual understanding that workplace stress is a big concern and can lead to burnout, decreases in productivity, and other negative health outcomes. Additionally, research seems to be showing that the long-term effects of these issues can be depression and even chronic illnesses. These EAPs can provide counseling services and mental health resources, helping to combat these prevalent issues. Additionally, more flexible work arrangements are becoming common, such as remote work or flexible schedules. These can greater allow employees to have a healthy relationship between their personal and professional lives. All of these initiatives seem to foster a healthier work environment – – – giving employees the time and resources to cope with challenges they may face.

[1] Psychology Today, “Emotional Intelligence Test,” Psychtests.com, 2024. https://psychologytoday.tests.psychtests.com/bin/transfer

[2] B. Crumley, “How Companies Can Create or Improve Employee Assistance Programs,” Inc, Dec. 13, 2024. https://www.inc.com/bruce-crumley/how-companies-can-create-or-improve-employee-assistance-programs/91065546 (accessed Mar. 07, 2025).

‌

‌

When I think about a time when compensation led me to act a certain way, I am reminded of my internship experiences. I have worked three internships in construction engineering. Two of my internships paid roughly the same, but the third internship paid significantly more. Going into the higher-paying internship, I was curious if there would be a catch or something that justified the company offering more. On my first day, I quickly gained a clear picture of the cultural differences between this company and the others. It felt as if the company that paid more treated employees as numbers, to be used wherever upper management saw fit. They had a great structure, amazing benefits, and excellent pay—something that many people absolutely love and are content with—but the family-oriented culture I was looking for was missing.

This context is important in explaining my motivation toward this company and the decisions I made regarding an offer for the following summer. On my first day, during a lunch with my supervisors, I was told, “You will be bored all summer.” They weren’t lying—I’ll give them that—but I quickly realized that I didn’t want to work there full-time and told myself I would not accept an offer, regardless of the pay. However, when the offer came, and it was even more than I had expected, I spent far too much time considering it, weighing factors I already knew were important to me.

Reflecting on this experience, I realized that compensation and pay play a significant role in decision-making, even when you believe you are already set in a certain direction. I believe the compensation motivated my behavior because it introduced an internal conflict between short-term financial gain and long-term job satisfaction. The time I spent deliberating was a testament to the powerful influence money can have.

I believe that my situation aligns well with the Expectancy Theory, which suggests that individuals are motivated to act based on their expectations of the outcomes [1]. The high-paying internship gave me a strong instrumentality factor by offering significant financial compensation. This made it tempting to accept despite my dissatisfaction with the work culture. The internal conflict came into play with this theory as the financial compensation wasn’t outweighing the expectancy component (the belief that my effort/work would be fulfilling). This meant that the long-term dissatisfaction outweighed the short-term financial gain, leading me to decline the offer.

[1] Filipova, A.A. (2016). Expectancy Theory in Organizations. In: Farazmand, A. (eds) Global Encyclopedia of Public Administration, Public Policy, and Governance. Springer, Cham. https://doi.org/10.1007/978-3-319-31816-5_3002-1

When I think of effective and ineffective training situations, a few different scenarios come to mind. One that stood out as being really effective was actually my first job at Jamba Juice. They had a program set up where you had three 5-hour training sessions with a designated trainer. These training shifts were done in the mornings so that you did not have to learn under the extreme stress that comes with the afternoon rush. Everything in the training was well done and had follow-up associated with it; this looked like quizzes and memory checks along the way. This went hand-in-hand with the implementation/evaluation phase, as described in the Week 6 Learning Materials. Specifically, under the “Learning” section, where it references measuring what the participants have learned (possibly through quizzes) [1]. Additionally, Jamba Juice used a survey system after the training program to learn about what could be done better or what is missing from training. By asking specific questions about how confident I felt in my tasks, they were able to understand areas needing improvement. This falls under the “Reaction” stage of the evaluation phase, as described in the learning material [1].

Alternatively, when I look back on one of my engineering internships, I can vividly remember what ineffective training looked like. The company I was working for did not seem prepared for me to show up and start working. None of my login credentials worked, there was no software on my computer, and the training modules had locked me out. The training and onboarding process at a company should be used to help orient an individual within an organization, to get their new hires productive faster, and much more [1]. I felt so limited starting this job and it looks more than 4 days to have everything set up. It was not a good look for the company and made me feel discouraged with their capabilities/competency, early on.

[1] Oregonstate.edu, 2025. https://canvas.oregonstate.edu/courses/1993967/pages/week-6-learning-materials?module_item_id=24974262 (accessed Feb. 14, 2025).

‌

After completing the Implicit Association Test, it was surprising to see that my results indicated a strong automatic preference for physically abled people over physically disabled people. I don’t consciously feel this way, but it made me think about how society and cultural norms influence unconscious preferences/decisions. I do feel as if these biases often exist beneath the surface and can shape our attitudes and decisions in ways we might not realize.

The IAT worked by measuring how quickly people associate concepts like “Physically Abled People” with positive terms like “Good” compared to “Physically Disabled People” with those same terms. Faster associations indicate a stronger implicit preference. It seems as if the research surrounding these tests is inconclusive and some don’t believe they are very accurate [1].

Biases Affecting the Hiring Process

I think that implicit bias can show up in subtle ways, especially in hiring processes. For instance, someone reviewing resumes might unconsciously favor candidates who fit their mental image of a “perfect hire,” which could disadvantage individuals with disabilities. This can make the process less fair and ineffective at identifying the best candidates. It could be completely unintentional, but disabled individuals may feel the repercussions of it.

Fighting Implicit Bias

I think one way to counteract implicit bias could be using structured methods to make decisions. For example, creating a rubric with clear criteria can help decision-makers focus on objective factors rather than gut feelings. I also would want to increase training in areas where these implicit biases may be most impactful. This could look like the outreach/hiring team.

It seems to be super hard to acknowledge these biases, but I think it is incredibly important – – – even just taking these tests can help with awareness. Just awareness alone can help to reduce the impact of implicit biases; strategies and structured programs for hiring would be additionally important.

References

• [1] “Review Analyzes the Weaknesses of the Implicit Association Test on Predicting Behavior – Pollack Peacebuilding Systems,” pollackpeacebuilding.com, Mar. 29, 2021. https://pollackpeacebuilding.com/blog/review-analyzes-the-weaknesses-of-the-implicit-association-test-on-predicting-behavior/

I have gone through many different interviews processes and I can recall ones that stood out to me as effective and others that were not so effective. Reading and going over the lecture materials has been interesting, as it has helped me hone in on what made each interview good or bad. For example, something that stood out to me from the Week 5 – Learning Materials was where it talked about conducting the interview [1]. Specifically, the part where it talked about actively listening and taking notes. I have been in a few interviews where the interviewer does not take notes and I remember it not sitting well with me. This was mainly concerning when I would be asking questions or letting the company know important stipulations about working there and nothing would be written down. Alternatively, when a company is actively listening and taking a lot of notes, it stands out, making it appear as if the company cares. On that same topic and referencing the learning material, it was impactful when the companies would later reference notes they took on what I said and expand/ask more about them.

Another area that distinguished interviews was the knowledge that the interviewers had relating to the job. There were times when the person conducting the interview didn’t seem too connected to the job they were hiring for and the vague answers led to a lack of assurance in the company’s culture. On the other end, when the interview conductor knows the job inside and out, it helps build confidence that the company cares about all levels and employees.

I would recommend companies encourage their interview conductors to take notes during interviews, build a deep understanding of the job they are interviewing for, and use body language to help show they care.

[1] “Sign in to your account,” Oregonstate.edu, 2025. https://canvas.oregonstate.edu/courses/1993967/pages/week-5-learning-materials?module_item_id=24974251 (accessed Feb. 05, 2025).

I have experienced many different types of job design, aimed at developing and maintaining accurate job descriptions, with efficiency paramount. As explained in Lecture 2: Job Design, of the Week 4 Learning Materials, the goal of the efficiency approach to job design focuses on finding the simplest way to structure work; this is done to maximize efficiency [1]. This type of approach to developing/maintaining a job description was seen when I worked at Jamba Juice, in High School. The company/higher-ups at Jamba were clear with their expectations relating to efficiency in the job they were offering. They wanted all smoothies to be out within 3 minutes of the order being set to the back of the line. This meant that the assembly line structure became a large component of work – – – assemblies lines are a straightforward example of an efficient approach to job design [1]. Jamba Juice knew that in order to succeed in the market they are in, there must be explicitly stated expectations for employees, with tasks remaining very similar in specific roles. If you were a team member, you did team member tasks; if you were a trainer/supervisor, you had additional tasks on top of team member tasks. It was very easy to understand how the job descriptions played out during shifts and how more responsibility could be found in promotions.

For my engineering internship, it was a different experience. I believe the managers/supervisors for these internships faced a challenge that a lot of superiors face when it comes to job descriptions/roles. They had to find a balance between flexibility and specificity. If they had me focus too much on smaller details, with a greater level of instruction, I would have a hard time learning on my own, potentially stifling creativity. Alternatively, if there was no clarity on what my tasks were to be in my role, the vagueness could lead to confusion or lack of purpose. In my experience, competencies helped to fix this dilemma. This looked like having me focus on specific skills or abilities, rather than specific tasks. Writing RFIs, taking over the submittal process, and creating PCOs all were skills that would be useful in the future – – – each of these skills contained many tasks within them, so I was developing more than just single-task competency.

[1] “Week 4 – Learning Materials,” Oregonstate.edu, 2025. https://canvas.oregonstate.edu/courses/1993967/pages/week-4-learning-materials?module_item_id=24974241 (accessed Jan. 30, 2025).

‌

The companies I have selected to investigate for their HR practices are Cisco, Ultimate Software, and Workday [1]. When looking at Cisco, there is a wide range of answers for why it is such a good place to work. This company appears to have a great work-life balance, allowing employees to take time off as needed without looking down on it. Along with this, the company is diverse in its employee demographic and the type of tasks they have employees doing. They give adequate responsibilities to members of their team, allowing them to grow in their knowledge and careers. All of this points to the topic of “Why HR Matters” from the first video in this week’s learning material. Cisco makes sure that employees feel as if they matter and that they aren’t just numbers in the company machine. Similarly, Ultimate Software does an amazing job of creating an environment where the employees feel as if they matter. For Ultimate Software, one of the ways they do this is through their exemplary benefits that out-compete many other companies. For example, an article by UKG explains that Ultimate offers 100% company-paid healthcare premiums for employees but also their families. Additionally, Ultimate does a 45% dollar-for-dollar match on all 401k contributions, with no limit [2]. Lastly, Workday stands out as a company that pays well, appreciates a work-life balance, and encourages employees to learn and grow in their skills. Workday utilizes the training practice of HR as described in Lecture 4 of the Week 1 Learning Material.

As a manager, I would like to ensure that continual progress is being made with employees in their career development. This would look like training and personal goals being set, with open-ended discussions for check-ups on these goals. I would want employees to feel like they really matter and are part of a family, rather than a machine. I think it could be very difficult to manage time (or have enough time) to effectively engage in the conversations needed to ensure employees are progressing in their careers.

[1] “Fortune 100 best companies to work for® 2020,” Great Place To Work®, https://www.greatplacetowork.com/best-workplaces/100-best/2020 (accessed Jan. 6, 2025).

[2] Written By UKG, “Ultimate software ranked #2 on Fortune’s best workplaces for women 2020 list,” UKG, https://www.ukg.com/about-us/newsroom/ultimate-software-ranked-2-fortunes-best-workplaces-women-2020-list (accessed Jan. 6, 2025).