Applicants’ likelihood to apply for jobs at professional service firms: The role of different career models

Hansen, Nina; Schnittka, Oliver

doi:10.1002/hrm.21878

Cited by 6 publications

(9 citation statements)

References 66 publications

(238 reference statements)

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“…Interest in becoming a police officer: Police career interest was measured through a combination of modified items used in previous studies designed to measure application intentions and job-pursuit intentions. Participants were first asked to rate the probability of applying for a job at a police organization with a percentage (Hansen and Schnittka, 2018). They then were asked to rate nine items asking about job pursuit or application intentions on a scale from 1 (“Strongly disagree”) to 7 (“Strongly agree”) (Ritz and Waldner, 2011).…”

Section: Methodsmentioning

confidence: 99%

Reasons and barriers for choosing police careers

Vermeer

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et al. 2020

PIJPSM

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PurposeAs tensions between the police and community grow, one often called upon solution is a more diverse police force. However, building diversity presents many challenges, especially if there are barriers for choosing a career as a police officer. The present study explores motivations and barriers to becoming a police officer to help reduce the disparity between the community and police.Design/methodology/approachAn online survey of 344 persons in the US asked respondents to identify the motivations and barriers to choosing a career as a police officer. Survey questions centered on issues related to trust, police culture, practices of the police and lack of awareness of career opportunities.FindingsResults indicated that higher trust of the police, positive perceptions of police fairness and knowledge of potential police career opportunities increased an individual's interest in pursuing a career as a police officer. At the same time, negative views in these areas were barriers to interest in policing. These results give insight into where efforts can be focused to increase interest in becoming a police officer.Originality/valueThere is a lack of research on factors leading to an interest in a policing career. This study provides insight into the reasons for and barriers to entering a career in policing and provides a starting point for future research and practical implications for police departments seeking to increase interest in a policing career.

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Section: Methodsmentioning

confidence: 99%

Reasons and barriers for choosing police careers

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“…For example, in experimental research in professional service law and management accounting fields, researchers suggested that people thinking of a career in law are more likely to see their profession as a traditional up-and-out model where they are promoted to partners (up) or encouraged to leave the firm if they view qualifications inadequate for partnership (out). Becoming a partner is the bonus or a prize for working the long hours (Hansen and Schnittka, 2017; Malos and Campion, 1995; Galanter and Palay, 1991). The up-and-out model is described as a tournament career model where output is the central criterion for winning the tournament or race (e.g.…”

Section: Different Career Models In Different Contextsmentioning

confidence: 99%

“…Tournament models are sometimes said to illustrate practices in professional law organizations where candidates who do not make partner will leave the law firm, but they are also seen in nonprofessional organizations which allow people to stay at lower-level positions (Connelly et al. , 2014; Hansen and Schnittka, 2017; Spurk et al. , 2019; Malhotra et al.…”

Section: Different Career Models In Different Contextsmentioning

confidence: 99%

“…The opportunities to stay and progress to partnership in a law firm depend on the partners in the law firm, while the opportunities for accountants are linked to the managerial and corporate practices of acquiring human capital related to what is valued by management. As such, law and management students perceive that their career models are guided by different gatekeepers in the institutions they are exposed to and socialized to work in (Hansen and Schnittka, 2017).…”

Section: Different Career Models In Different Contextsmentioning

confidence: 99%

“…The process of socialization for a career in management and union positions is demonstrated by the boundaries through which a person moves from being an outsider to an insider to the organization (Van Maanen and Schein, 1979). Like the law and management students who are motivated within unique professionally oriented or organizational oriented socialization structures (Hansen and Schnittka, 2017), employees entering management and union positions have different gatekeepers and human resource structures guiding their career development. We might also expect to find that certain designated groups (i.e.…”

Section: Different Career Models In Different Contextsmentioning

confidence: 99%

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Gatekeepers influencing careers of Canadian public sector employees: views from managers and union employees

Darling

Cunningham²

2022

JMD

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PurposeThe purpose of this paper is to develop a better understanding of the types of career models that different managerial and union employees view influencing their career development.Design/methodology/approachIn this study, the authors gathered interview data from 74 public sector employees in management and union positions illustrating examples of the career models they experienced.FindingsThe study explains how unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others. The results, based on interviews in a Canadian government organization, suggest that employees perceive that different gate keepers are central in shaping careers of management and union employees in a more traditional career hierarchy, even though other perspectives or orientations of career progression exist in encouraging people to take more responsibility for career development. Management participants were more likely to be guided by upper level managers who acted as gatekeepers within a ‘perception of organizational politics’ model where “the system has a procedural merit rather than real merit….and systemic biases are not even realized by the people doing the hiring.” Key gatekeepers for union employees were those in human resource departments and the union who defined the fairness of the procedures within a human capital model which generally managed career development as a reward for higher levels of experience, education, and training. The findings illustrate unique ways that each set of gatekeepers shape the way that selection and promotion processes are carried out.Research limitations/implicationsThe authors are mindful that our results are, at best, exploratory. The qualitative interviews were from a sample of 74 government workers in the Canadian public service and should be verified with further research. Although the authors felt that interviews illustrated saturation and might only be a reliable reflection of a specific sample, other research should examine these findings in other contexts. Further examination of these findings might help us understand the challenges of developing systems and procedures which illustrate a distributive rather than merely a procedural fairness.Practical implicationsThe process of socialization for a career in management and union positions is demonstrated by the boundaries through which a person moves from being an outsider to an insider to the organization. Unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others. The research and practical implications point to: (i) designing supplemental behavioral interview questions and tools in selection and promotion as a way to respond to systemic biases, (ii) building awareness of how to respond to biases of the powerful role of referrals and networks in shaping careers of managerial employees, and (iii) taking steps to develop a climate which might be supportive of merit processes. Social implicationsThe process of socialization for a career in management and union positions is demonstrated by the boundaries through which a person moves from being an outsider to an insider to the organization. Unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others.Originality/valueThe study suggests that unique career models are often defined by gatekeepers who act in setting out the procedures, incentives, and norms for the careers of others.

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The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals

Donnelly

Hughes

2022

Human Resource Management

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In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge‐intensive organizations and professional knowledge workers. Rich data were collected through in‐depth interviews with 75 members of faculty engaged in knowledge‐intensive work for Business and Management Schools (B&M), and the analysis of strategy documents. The application of the framework enables us to contribute to dynamic capabilities theory and SHRM in four ways. Firstly, drawing on the findings, we propose an adapted HR Ecosystem framework for analyzing knowledge‐intensive organizations, which incorporates tensions across the four subsystems of an HR ecosystem (strategy, capabilities, composition, and cultures). These tensions are shaped by interactions within and between levels (meso, macro and micro) and ecosystems. Secondly, our findings underscore the need for knowledge‐intensive organizations to engage with a plurality of collaborative and competing internal and external stakeholder interests, including those of knowledge workers who constitute key organizational stakeholders. Thirdly, our analysis shows how the views and behaviors of internal organizational stakeholders are affected by ecosystem dynamics within and beyond the physical boundaries of an organization. Fourthly, we reveal how conflicting organizational cultures connect with other HR ecosystem subsystems to constrain collegialism and cohesion. By evidencing how knowledge‐intensive organizations are in a constant flux of alignment and misalignment, the article demonstrates the value of the HR ecosystem framework in examining and informing SHRM in organizations in other industries.

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Applicants’ likelihood to apply for jobs at professional service firms: The role of different career models

Cited by 6 publications

References 66 publications

Reasons and barriers for choosing police careers

Reasons and barriers for choosing police careers

Gatekeepers influencing careers of Canadian public sector employees: views from managers and union employees

The HR ecosystem framework: Examining strategic HRM tensions in knowledge‐intensive organizations with boundary‐crossing professionals

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