809 research outputs found
The effect of educational background on performance and organisational commitment
No full textIn this research note Gedaliahu Harel, Senior Lecturer in Human Resource Management at the Israel Institute of Technology, and Yehuda Baruch, Visiting Fellow at the City University Business School, explore the effects of a special educational and training programme that affects the backgrounds of employees in technical jobs measured by variables such as level of performance, professionalism, and organisational commitment. the results are considered in terms of the particular population examined and the implications discussed for the use of special vocational education and training
The ethics of social research in organisations
No full textPermitting social researchers access to employees can raise ethical issues for management and researchers which are here identified and examined. Dr Baruch is Research Fellow in Human Resources at City University Business School, London. He wishes to thank Professor Roger Jowell from the Social & Community Planning Research and Mr Steve Birault from the Centre for Social Development for their helpful comments on an early draft of this article
Employability: a substitute for loyalty?
No full textWithin the theme of contemporary innovative work arrangements and new psychological contracts, a new buzzword has been introduced: employability. This paper offers an analytical assessment of the idea, how it came into life, and the prospects of its adoption by organizations. A critical review is followed by a field study conducted to examine reaction to the idea, based on exploratory, in-depth interviews with HR directors. Based on a theoretical and management development perspective, as well as logical analysis, the paper concludes that the idea is flawed. Views expressed were mostly negative. It is implied that, though the concept of employability is beneficial for individuals, it would be unacceptable for organizations to 'sell' it to employees as a replacement for long-term commitment or loyalty and trust-based relationships
The Opt-out Revolt: Why People are Leaving Companies to Create Kaleidoscope CareersBy MainieroLisa A. and SullivanSherry E., Mountain View, CA: Davies-Black Publishing, 2006.400 pages, hardcover, $28.95
No full textThe article reviews the book “The Opt-out Revolt: Why People are Leaving Companies to Create Kaleidoscope Careers,” by Lisa A. Mainiero and Sherry E. Sullivan
Careers in academe: the academic labour market as an eco‐system
No full textPurpose: this paper aims to explore the contrast between stable and dynamic labour markets in academe in light of career theories that were originally developed for business environments.Design/methodology/approach: a conceptual design, offering the eco‐system as a framework.Findings: it evaluates their relevance and applicability to dynamic and global academic labour markets using the emerging novel eco‐system theory. Lessons are drawn for individual scholars employed in the higher education sector as well as to institutions.Practical implications: the paper suggests practical indications for people‐management within academe. It integrates human capital theory, psychological‐contract concepts and career perspectives about people‐management with practical career advice for the sector.Originality/value: the paper offers a conceptual framework to better understand labour markets, in particular academic labour markets, using eco‐system as a strong explanatory power
Teleworking: benefits and pitfalls as perceived by professionals and managers
No full textThis study explores how teleworking is perceived by employees and highlights its possible benefits and pitfalls. Interviews with sixty-two teleworkers in five UK organisations provide a comprehensive view on this mode of work. In particular the study examines teleworking impact on effectiveness, quality of working life, and family life
The development and validation of a measure for protean career orientation
No full textContemporary careers systems are characterized by a boundaryless career environment and dynamic labor markets. New career attitudes and orientations emerge, and their evaluation is challenging. This manuscript reports on two sets of studies that utilized nine various samples (N=2287) to construct and validate a measure of a prominent contemporary career orientation – the protean career. We tested the measure for its validation in the USA, Europe, Asia and Oceania. Evidence of strong face-, content-, construct-, and discriminant- validity was obtained. The design of the final scale of seven items provides future academic scholars, HR managers, and consultants, with a rigorous, practical and concise measure
Transforming careers:from linear to multidirectional career paths
No full textWithin the dynamic nature of labour markets, career systems have witnessed major changes in recent decades. This paper presents several career perspectives, to manifest a trend in career systems and their meaning and implications for individuals, organizations and society. This trend may be portrayed as a transition from what may be labelled “linear career system” into a “multidirectional career system”. Possible explanations to the phenomenon are presented, with suggested ideas for analysing and learning from the trend. The last section of the paper presents the academic career model as a prospective role model for future career systems, suggested as an intriguing idea and food for thought. Such a mental exercise of examining alternative career models, different from the traditional concept of careers, may be useful for both theory development and managerial practice
Walking the tightrope: strategic issues for human resources
No full textHuman Resources (HR) managers become victims of ambiguity when they try to determine best practices. The paper points out that a balance is needed and the risk in not looking for the balance is worse than going for the extremes when making tactical and strategic choices in human resource management. It highlights possible benefits and the main pitfalls to avoid when applying this approach in organizational settings. Exploring a variety of dilemmas, the paper describes what these extreme options are, and how a balance may be achieved. It concludes that no clear guidelines are available, and perhaps there cannot be any. Nevertheless, the HR manager needs to focus efforts in finding a sensible choice, in an environment of multiple options. This is why the role of the HR manager may be depicted as ‘walking on a tightrope’
To MBA or not to MBA
No full textPurpose: the purpose of this paper is to critically reflect on the value of the MBA – a Master in Business Administration, considered the flagship of business and management education. The author aims to bridge the gap in the understanding of the possible added value of the MBA.Design/methodology/approach: this conceptual paper is enriched by findings from secondary data, surveys with managers in the UK, and interviews with human resource managers of leading US firms.Findings: the MBA can generate significant tangible and intangible inputs to graduates' careers and their employing organizations. Having an MBA contributes considerably to graduates' human capital. Employers may profit from such contributions, while an indirect positive effect is implied at the national level.Research limitations/implications: the knowledge of MBA impact should be based on rigor studies rather than unsupported assertions.Practical implications: the MBA is the closest thing to a qualification to manage. It generates positive outcomes and lead to good management. For individuals, embarking on MBA is a major career decision, carrying certain risks, but offer high potential for return on investment.Originality/valueThis contribution is of special importance amid the recent criticism of the MBA by prominent management scholars
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