The Case of the Vanishing Workforce

McNabb, David E.; Gibson, Linda K.; Finnie, Bruce

doi:10.2753/pmr1530-9576290306

Cited by 12 publications

(6 citation statements)

References 3 publications

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“…Some studies in this review identified diverse interventions that facilitated the strengthening of caregivers’ behavior, such as improved self-efficacy, enhanced knowledge, and better parent-child communication skills and practices. These findings complement those of other studies in that online tools have proved to be successful in improving caregivers’ knowledge, skills, coping [ 122 , 123 ], and self-efficacy [ 120 , 124 ]. Nieuwboer et al [ 99 ] summarized that the internet supplies information, support and advice to parents with different needs that encourage changes in their parental abilities.…”

Section: Discussionsupporting

confidence: 85%

Communication Technology Use by Caregivers of Adolescents With Mental Health Issues: Systematic Review

Jansen¹,

Reid²

2020

JMIR Mhealth Uhealth

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Background Caregivers of adolescents with mental health issues experience challenges that may result in the caregivers having a variety of unmet needs. There is a growing need to support these caregivers. Effective support to strengthen positive caregiving behavior in caregivers may address their challenges. Communication technologies offer novel opportunities to assist these caregivers and may contribute to strengthening caregiver behavior. However, little is known about the use of communication technologies among caregivers of adolescents with mental health issues. Objective The study aimed to answer the question: “What is the best evidence available to strengthen positive behavior of caregivers of adolescents with mental health issues using communication technology.” Methods A systematic review of articles published between January 2007 and August 2018 was conducted. Searches included articles of multiple study designs from EBSCO Host and Scopus platforms with prespecified eligibility criteria. Methodological quality was evaluated using the applicable Critical Appraisal Skills Programme and Joanna Briggs Institute assessment tools. Results The search yielded 1746 articles. Altogether, 5 articles met the eligibility criteria and were included in the review for data synthesis. Data analysis and synthesis identified three thematic conclusions reflecting the types of communication technologies used, caregivers as the target population, and strengthening of positive behavior through determinants of the Integrated Model of Behavior Prediction. Conclusions The review reported the usefulness of communication technology by caregivers. Caregivers also demonstrated improvement in self-efficacy, knowledge, parent-child communication, and parental skills reflecting positive behavior. Although the use of communication technology is expanding as a supportive intervention to address caregivers’ needs, the evidence for usefulness among caregivers of adolescents with mental health issues is still scarce. More research and information related to preferred methods of communication delivery among caregivers of adolescents is still needed.

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Section: Discussionsupporting

confidence: 85%

Communication Technology Use by Caregivers of Adolescents With Mental Health Issues: Systematic Review

Jansen¹,

Reid²

2020

JMIR Mhealth Uhealth

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“…Bhattacharyya (2007) in his study reported several challenges relating to energy sector management. If we talk about the human resource aspect, then challenges of an aging workforce, lack of skilled and professional workers are the emerging issues according to McNabb et al (2006) findings. Mining industries are facing competition for the employment of people with similar skill sets (Hansen, 2008; Bloomberg, 2014).…”

Section: Introductionmentioning

confidence: 99%

Organisational talent management and perceived employer branding

Maurya

Agarwal

2018

IJOA

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Purpose The purpose of this paper is to examine the potential impact of organisational talent management practices on perceived employer branding. Talented employees are the lifeline of any organisation who contribute effectively to the organisation’s success. Talented workforce and their organisational attraction to remain productive act as a primary competitive enabler for the organizational performance. Employer branding now becomes a key factor to achieve success in business which engenders cognitive and emotional association along with positive involvement at workplace among organizational members. In the context of economic competitiveness and globalisation, employers are experiencing challenge in attracting and retaining talented workers. Design/methodology/approach This paper uses quantitative design; questionnaire survey method was used for assessing the organisational talent management and employer branding. Data have been collected through a sample of 232 executives’ class employees from various coal and iron mining industries located in Indian subcontinents. Finally, 197 responses were found to be acceptable for analysis. Hypotheses were tested using a comparison of means, correlations and multiple regression analysis. Findings Findings of the paper show that organisational talent management is strongly and positively with the perceived employer branding. Regression analysis showed that among the eight dimensions of organisational talent management, the predictors that are most effective in predicting the employer branding are, namely, rewards and remunerates fairly, manages work–life balance and attracts and recruits talent. Research limitations/implications This paper was limited by a small sample size and the use of a cross-sectional design is not done. On the ground of analysis, more specific approach is required to apply the findings to the general population. Originality/value Much of the work on employer branding is conceptual based on marketing principle and limited to deal with potential employees. This paper provides empirical evidence from the internal/current employees’ perspective, by investigating the relationship between organisational talent management practices and organisational attraction internally, that is, perceived employer branding. Present paper contributes significantly to the implication and understanding of social exchange theory, internal branding theory and social identity theory in organisational setting (Eisenberger et al., 1986; Liden et al., 1997; Masterson et al., 2000; Settoon et al., 1996; Wayne et al., 1997).

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“…Detailed studies from the United States, Australia and Canada have shown that the water sector is top-heavy with most managers and senior personnel being 50 years old, or older (Ladson & Austin, 2009;ECO Canada, 2010). Impending retirements and human resource shortages will impinge upon operations and integrity (Lacey et al, 2006;McNabb et al, 2006;Barrett, 2008;Ladson & Austin, 2009;ECO Canada, 2010). In the next two decades, with 'Baby Boomers' retiring en masse, we can anticipate similar problems in water research and policy professions (MacKenzie & Dryburgh, 2003;Schellenberg, 2004;Barrett, 2008;Manning et al, 2008;Freek, 2010).…”

Section: Introductionmentioning

confidence: 97%

Mentorship, knowledge transmission and female professionals in Canadian water research and policy

2013

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We face multiple water challenges: droughts, floods, crumbling infrastructure and disappearing natural hydrosystems. Technological interventions will help but these challenges also require social solutions and good governance. Identifying and implementing both technical and social solutions demands a resilient water research and policy community (WRPC). The WRPC must include diverse perspectives as the challenges increase in intensity, frequency and scope and as decision processes accelerate. Will the WRPC be able to effectively address this evolving water context? Possibly, but we argue that the WRPC's effectiveness will be partially determined by its ability to respond to impending demographic changes and the erosion of valuable knowledge resources. Generating stronger social ties between water professionals from different generations is critical to transfer these knowledge resources. Mentorship has been recognized for both its individual benefits and its organizational benefits, yet it has been under-explored within the WRPC. Using a qualitative analysis of a Canadian case and focusing on a female professional sub-population, we argue that mentorship has significant potential to develop and sustain intergenerational ties and knowledge resource transmission within a WRPC. Our findings suggest that long-term mentorship investments will directly contribute to the WRPC's resilience and its ability to effectively address water challenges.

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The Case of the Vanishing Workforce

Cited by 12 publications

References 3 publications

Communication Technology Use by Caregivers of Adolescents With Mental Health Issues: Systematic Review

Communication Technology Use by Caregivers of Adolescents With Mental Health Issues: Systematic Review

Organisational talent management and perceived employer branding

Mentorship, knowledge transmission and female professionals in Canadian water research and policy

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