Generation Y early-career workers have the highest turnover rates ever seen. To better understand this phenomenon, this study combines the P-O values fit with the Cohort perspectives to (1) identify the work-related values of this generation, (2) explore the relation between values and turnover intentions and examine how the field of study influences this relationship and (3) verify if the turnover intentions materialized one year after the first data collection.
We interviewed 71 early-career workers and applied thematic analysis to identify the value categories. A classification decision tree tested whether the field of study influences the relation between values and turnover intentions. A post-test was conducted to determine whether the reported turnover intentions were materialized one year later.
Thematic analysis yielded 285 themes that were grouped into 12 values’ categories. Decision trees revealed that the combination of values that most predicted turnover was substantially different between Finance graduates (more instrumental and future-oriented values) and Innovation and Entrepreneurship graduates (more social and job-oriented values). The post-test confirmed that the number of respondents who reported an intention to quit their jobs during the interview with us and did quit one year later was statistically significant.
To our knowledge, this is the first study that uses critical incident interviews to explore the work-related values of this specific cohort and their relation to turnover. Our findings on the moderating effects of the field of study are unprecedented. We also identified three new work-value categories, and, to our knowledge, this is the first study that used decision trees to explore the relation between values and turnover.
Starting from the relevance of ethics to the application of artificial intelligence (AI) in the context of employee recruitment and selection (R&S), in this article, we aim to provide a comprehensive review of the literature in light of the main ethical theories (utilitarian theories, theories of justice, and theories of rights) to identify a future research agenda and practical implications.
On the basis of the best-quality and most influential journals, we conducted a systematic review of 120 articles from two databases (Web of Science and Scopus) to provide descriptive results and adopt a framework for deductive classification of the main topics.
Inspired by the three ethical theories, we identified three thematic lines of enquiry for the debate on AI in R&S: (1) the utilitarian view: the efficient optimisation of R&S through AI; (2) the justice view: the perceptions of justice and fairness related to AI techniques; and (3) the rights view: the respect for legal and human rights requirements when AI is applied.
This article provides a detailed assessment of the adoption of AI in the R&S process from the standpoint of traditional ethics theories and offers an integrative theoretical framework for future research on AI in the broader field of HRM.
Our core aim was to explore the perceptions of precarious workers on the ways in which the pandemic impacted their relationships with their employing organizations and to explore the ways in which they viewed the pandemic as (re)shaping the dynamics of precarious work and the extent to which they saw the pandemic as contributing to substantive improvement in their working lives or whether the pandemic is exacerbating their marginalisation.
We adopted an approach akin to grounded theory in an exploratory research design and utilized in-depth, semi-structured interviews as the most apposite method of data collection. Our research design centred on a two-phase data collection approach, which were intended to gather data at two points. First, during the most difficult part of the pandemic, which we describe as the “Lockdown phase” and second, during the period wherein the pandemic rules were eased but elements of the risks remained; the “New Normal phase”.
This article reports the findings of a longitudinal study of the reflections and interpretations of precarious workers on the impacts of the pandemic on their relationships with their employing organizations. We supply findings across three periods – pre-the COVID-19 pandemic, during the pandemic lockdown phase and post-lockdowns in the “new normal phase”.
The first contribution of the study is the importance of “voice” and giving voice to workers in nontraditional, fragmented and marginalised employment. Our study builds on these contributions by exploring the journeys of precarious workers and is particularly valuable in that we explore the perceptions of these workers across the societal, organizational and employment/working turbulence of the pandemic. The second contribution arises from the insights developed through studying the working lives and experiences of precarious workers longitudinally rather than in a single, snapshot fashion. A third contribution centres on how precarious workers felt they were treated by others during both the two phases of the study. The insights here are complex and, in parts, contradictory – reflecting the interpretations and conflicted opinions/deeds of those connected with precarious workers.
It is particularly important for scholars to understand the ways in which the pandemic shaped (or reshaped) the dynamics of precarious work and to understand whether the evolving conceptions of the centrality of such workers as “essential” during the pandemic (Crane and Matten, 2021) contributed to substantive or merely illusory, improvements in their working lives. Thus, we analyse the reflections of precarious workers on changes to their working lives that are linked to the pandemic.
To test our hypotheses, we surveyed 285 employees (31.9% blue-collar employees and 68.1% white-collar employees) in the German craft industry, using structural equation modeling for data analysis.
Our results show that transformational leadership is a strong predictor of job crafting and i-deals but that its influence depends on the occupational group. More specifically, the moderating role of the occupational group in the relationship between transformational leadership and job crafting differs regarding job crafting’s dimensions. Concerning i-deals, transformational leadership’s influence on both development and task i-deals is stronger in white-collar jobs than it is in blue-collar jobs.
The study provides new insights into the important role of the work context in which leadership takes place. In particular, these insights can guide leaders in how to manage different occupational groups to engage them in proactive behaviors.
This study is the first to compare the contextual roles of blue- and white-collar jobs with regard to job design. By examining the influence of transformational leadership on job crafting and i-deals in two occupational groups, our study contributes to research on the role of work context in the effectiveness of transformational leadership in encouraging employees to engage in proactive behaviors.
One of the most cited literature in SHRM is Schuler and Jackson’s (1987) behavioural model. This model proposes that organisational performance is dependent on the extent to which HRM practices can be effectively connected to competitive strategy and desired employee behaviours. Importantly, this model recognises the salient role of employee behaviour in performance outcomes and, moreover that different competitive strategies imply both promulgation and reinforcement of different sets of employee skills and behaviours. Surprisingly, despite its significant influence on SHRM, studies rarely examine this model in its entirety. Motivated by the need to better understand this model’s arguments in contemporary settings, our study uses a multi-actor design to explore the connections between competitive strategies (cost reduction and differentiation), employee behaviours, and HRM practices in service environments.
Adopting a multi-level, multi-actor survey design, our exploratory deductive study assesses the utility of strategic HRM’s (SHRM) behavioural model. Drawing on data from a sample of service organisations and using univariate analyses, we compare operationalised HRM practices and employee behaviours across different strategy types.
Results lend provisional support for the behavioural model, particularly in the case of a differentiation strategy where notable differences in HRM practices and employee behaviours were observed. Findings suggest growing levels of memetic and competitive isomorphism may be occurring, with this likely attributable to the increased incidence of idea generation and information sharing about best practices occurring amongst practitioners, as well as a growing nuance in operating markets, managerial preferences, employee expectations, stakeholder objectives, and the like.
Our study suggests refinements to the behavioural model are needed. Some support for the model’s key tenets is found, but these appear context specific. Thus, the merit in developing a priori typologies linking strategy type to HRM practices and employee behaviours where organisations operate in environments which are particularised and tumultuous appears debatable.
This study highlights the behavioural model’s nuance to modern service organisations and, by doing so, practitioners are provided with a behavioural pathway for achieving competitive advantage through their HRM practices. Findings also suggest that increasingly competitive environments might be encouraging practitioners to engage in isomorphic behaviours.
The use of a comparative research design allowed our study to contribute much needed empiricism to
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：