The coming labor shortage

Johnston, William B.

doi:10.1007/bf02685444

Cited by 10 publications

(6 citation statements)

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“…On the other hand, firms have more immediate incentives to provide applicants with positive, rather than accurate, beliefs about organizational culture. Openly discussing unfavorable cultural attributes can turn applicants away, therehy limiting firms' selection ratios and their ability to hire new employees, particularly in light of shortages in the labor force (Johnston, 1992). To make their organi-zation more attractive to applicants, managers are motivated to communicate a desirable image to applicants rather than the cultural values that actually operate in the organization (Tedeschi & Melburg, 1984).…”

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confidence: 99%

The Sources And Accuracy Of Job Applicants' Beliefs About Organizational Culture

Cable

Aiman-Smith

Mulvey

et al. 2000

AMJ

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We focus on the beliefs that applicants develop about organizational culture during tbe anticipatory stage of socialization. Data from 240 job applicants suggested tbat an organization used product and company information to encourage applicants to bold favorable, ratber tban accurate, culture beliefs. For example, tbe organization appeared to overstate tbe degree to wbicb its culture was risk-oriented. Information tbat is less susceptible to image management attempts (for instance, word of moutb) was unrelated to applicants' culture beliefs.

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confidence: 99%

The Sources And Accuracy Of Job Applicants' Beliefs About Organizational Culture

Cable

Aiman-Smith

Mulvey

et al. 2000

AMJ

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“…By combining the theory of reducing redundancy with the theory of alleviating shortages, a set of best HRM practices can be developed to guide practitioners and researchers. The current study is timely, for demographic and other developments indicate that some employers will experience critical skills shortages over the next decade (Coates and Jarratt, 1990;Johnston, 1992;Journal of Labor Research, 1992).…”

Section: Introductionmentioning

confidence: 97%

Managing human resource shortages in a unionized setting: Best practices in air traffic control

Fisher

Marciano

1997

J Labor Res

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Human resource shortages require effective human resource management (HRM). Findings from research about ongoing labor shortages in air traffic control (ATC) are used to build a preliminary theory of appropriate HRM responses. Our international sample of major ATC agencies generally developed a set of best HRM practices to attract, motivate, and retain human assets. Key factors included (1) (4) organizational form and structure (e.g., civil service versus commercial firms). While ATC's rare human aptitudes, lengthy training to develop firm-specific human capital, and lifelong employment may limit the preliminary theory's general applicability, crucial lessons emerge about human resource planning. cultural and institutional norms, (2) technological change, (3) union responses, and

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“…With blended workforce playing a critical role in today's times, there arises a need to understand what psychological contract factors play a role in determining the Organizational Citizenship Behavior (OCB) of employees belonging to two different types of work arrangements -permanent and gig, as studied by Liu, He, Jiang, Ji, & Zhai. The existing literature does mention a correlation between the type of psychological contract and the OCB of permanent and gig workers separately [16]. There is no study on the psychological contract factors that govern the OCB of workers belonging to the above-mentioned work arrangements [17].…”

Section: Introductionmentioning

confidence: 99%

Psychological contract factors affecting organizational citizenship behavior in blended workforce: a multi-industry study

Das¹,

Bhattacharya²

2023

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Today’s organizations give rise to a blended workforce, which consists of a healthy mixture of permanent and gig employees. The contractual employees are engaged with the organization until the project’s lifecycle they are working in lasts, post, which they scavenge for a new gig. Despite staying with the company for a defined period, they, like their permanent counterparts, enter into informal and implicit contracts with their employers, known as psychological contracts, involving a voluntary behavior by the employee, known as Organizational Citizenship Behavior (OCB). This paper seeks to identify the psychological contract factors that differentiate the OCB of the gig and permanent employees. A representation of permanent and gig workers was taken from three different industries, namely IT, Manufacturing, and Educational Institutes, and a questionnaire was administered to employees belonging to these sectors. The results were generated utilizing qualitative analysis in Excel. The study results indicate different psychological factors playing a role in determining the various OCBs of gigs and full-time employees in all the three selected industries in the study.

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The coming labor shortage

Cited by 10 publications

References 0 publications

The Sources And Accuracy Of Job Applicants' Beliefs About Organizational Culture

The Sources And Accuracy Of Job Applicants' Beliefs About Organizational Culture

Managing human resource shortages in a unionized setting: Best practices in air traffic control

Psychological contract factors affecting organizational citizenship behavior in blended workforce: a multi-industry study

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