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As the global workforce ages, organizations face unprecedented challenges, especially managing effective communication between generations. The phenomenon of middle ageism (i.e. discriminating against middle-aged employees based on their age) has become more prevalent. The authors examined how contextual settings and communication affect attitudes toward middle-aged employees and hiring intentions.

Data were collected from 537 employees from various organizations, via questionnaires. The moderated mediation model was analyzed using Hayes' PROCESS models.

Results showed that attitudes toward middle-aged employees mediated the relationship between social climate of shared codes and language and hiring intentions. Social climate was positively related to attitudes toward their adaptability, but negatively to attitudes toward their ability. Also, decision-makers' own perceived employability moderated the relationship between attitudes toward employees' adaptability and hiring intentions, and the indirect relationship between social climate and hiring intentions.

Since age diversity is expected to become one of the most dominant diversity classifications in the very near future, coping with middle ageism constitutes a growing challenge for managers and HR staff. The findings indicate that in order to enhance sustainable employment and prevent discrimination, organizations need not only maintain a supportive climate for older employees, as an affirmative action, but also ensure better communication in terms of sharing codes and language that enhance positive attitudes toward middle-aged colleagues.

In an era where diversity and inclusion dominate human resource management decision making, this study contributes to the literature on the underexplored domain of age diversity.

Company programs to hire military veterans and Olympic athletes represent a convergence of responsibilities, interests, and opportunities for human resources (HR) and public relations (PR) staffs. These employment initiatives often reflect corporate social responsibility (CSR) values as well as business goals. This chapter explores why companies create special hiring programs, how they are integrated into an HR function, and the role of PR in communicating about the program as part of a socially responsible mission. Though distinctive in their roles – HR in managing corporate staffing and PR in shaping a company’s image and promoting its brands – these two functions can jointly amplify the value and impact of special hiring programs.

The purpose of this paper is to explore the impact of recruiter gender and profit margin on the duration of the hiring process in professional services firms (PSFs).

In evaluating over 500 recruiting transactions in a PSF, a factorial ANOVA was performed to determine if there is a significant interaction between recruiter gender and profit margin on days it take to fill an open position.

The results suggest a significant interaction exists between the recruiter gender and profit margin variables in effect on days that it takes to fill an open position. At lower job position profit margins, female recruiters were found to outperform their male counterparts. Conversely, at higher job position profit margins, male recruiters appear to outperform female recruiters.

This research is focused on the duration of the recruiting process and does not address the quality of candidate selection. An evaluation of the quality of candidate selection contrasted with the time it takes to hire should be an essential consideration for future research.

If job vacancies remain vacant at client firms for an extended period, this could adversely impact the financial and reputational health of small PSFs. By focusing on key variables that impact the recruiting timeline, management may be able to consider interventions that would improve both the recruiting process and firm’s financial health.

This study provides a unique contribution by focusing on the recruiting timeline, recruiter gender, profit margin, and the resulting ability of a PSF to proactively manage its revenue.

The goal of this study is to propose and test a model of the effect of the socio-cultural context on the disability inclusion climate of organizations. The model has implications of hiring people with disabilities.

To test the model, we conducted a cross-sectional study across four countries with very different socio-cultural contexts. Data were gathered from 266 managers with hiring responsibilities in Canada, China, Norway and France. Participants responded to an online survey that measured the effect of societal based variables on the disability inclusion climate of organizations.

Results indicated support for the theoretical model, which proposed that the socio-cultural context influenced the disability inclusion climate of organizations through two distinct but related paths; manager’s value orientations and their perception of the legitimacy of legislation regarding people with disabilities.

The vast majority of research regarding employment of people with disabilities has focused on supply side factors that involve characteristics of the people with disabilities. In contrast, this research focuses on the less researched demand side issue of the socio-cultural context. In addition, it responds to the “limited systematic research examining and comparing how country-related factors shape the treatment of persons with disability” (Beatty et al., 2019, p. 122).

Based on an earlier policy‐capturing study of the Big Five personality traits and general mental ability, this paper explores and analyzes the hiring preference of Hong Kong employers across five important personal attributes, including not only personality but also practical skill dimensions. The preferences and trade‐offs of 300 experienced recruiters were obtained via conjoint analysis, a theoretically grounded statistical tool that is used to discompose and analyze decisions, for assessing the hiring decisions for entry‐level professional positions. Among knowledge, skills, abilities, and personality, the personality of a candidate has a relatively greater impact on the hiring decision. Three of the Big Five personality traits were elected from among five major hiring attributes for effective performance, with conscientiousness being the most dominant attribute across all eight major industries. The other attributes, in order of importance, include English communication skills, openness to new experiences, academic performance, and agreeableness. Discrepancies between intended and actual decisions were also addressed by comparing the results with self‐reported ratings.

Over the last several decades, virtually all large U.S. law firms have adopted a human capital strategy that emphasizes academic performance and the prestige of the law school attended. Although this focus is rooted more in tradition than in hard empirical evidence that it produces a competitive advantage, the question has long been irrelevant for most law firms because of the perennial rise in profits. If the model is not broken, the adage runs, why fix it? Drawing upon extensive historical and contemporaneous evidence, this essay argues that the limitations of the traditional credentials-based model have been masked by a steady multidecade surge in the demand for corporate legal services. Further, various data and trendlines suggest that the growth in demand for corporate legal services is beginning to flatten out. In the coming years, many large corporate law firms will be in the unfamiliar position of competing over market share. Unlike the relative calm and prosperity of the prior era, their survival will likely depend upon a human capital strategy that asks and answers several basic empirical questions regarding the selection and development of lawyers.

What types of wine business practices have the most impact on employee productivity, leading to profitability? This qualitative study attempts to answer this question based on interviews and survey data from 109 winery and vineyard operations across the US. A total of 33 management practices were identified using a qualitative content analysis methodology; including the major categories of management communication, hiring, training, and positive incentive systems. Results suggest areas for future research, as well as simple and cost‐effective management practices which wineries and vineyards can implement now.

The growth of organized labor during the latter part of the nineteenth century triggered an organizational impulse on the part of employers across the country. Although some employers’ associations began as “negotiatory” bodies engaged in collective bargaining, the vast majority of them shifted toward a more “belligerent” approach. Academic scholarship has generally focused on the belligerents at the national level. Recently, some scholars have begun to study organized employers at the community level, but they continue to feature the more typical staunchly anti-union associations. This study of Columbus, Ohio's master printers’ association reveals a different pattern of local labor relations during the years between 1887 and 1960 – an association that had generally smooth bargaining relationships with craft unions. Columbus’ conservative and sheltered economy enabled the longstanding cooperative shared printing craft culture to thrive. But changes in Columbus’ economy, shifts in larger patterns of industrial relations, the hard-line influence of the national employers’ association, and technological changes altered the context of local labor relations. The result was that, by 1960, the Columbus association sought the upper hand in labor relations by becoming a more traditional and belligerent employers’ association. This story of “latecomers” adds to our understanding of organized employer behavior under different historical periods and circumstances.

REGRETTABLY, we do not seem to have found the solution to the problem of taking up the slack in British industry. Work study is a widespread industrial practice today, but can it now be said that its extended use will take up the slack in wasted effort which, in terms of a 5% production increase, would put a vastly different complexion on the production front.

Person-environment (PE) fit theory suggests that value congruence (fit) leads to the job pursuits intention (Cable and Judge, 1996) which is also influenced by cultural norms (Ma and Allen, 2009). Due to stringent job market condition along with its people, as a part of collectivistic culture, having poor self-concept consistency, value congruence may unfold different phenomenon in Indian context. Therefore, the present study intends to explore the existing fit theory on different cultural norms and different job market condition with entry-level job pursuits as participants.

The fit was measured both objectively and subjectively in a mixed method research design. Top 100 institutes ranked in NIRF (National Institutional Ranking Framework) (under Management category) were approached for data collection and 41 institutes agreed to participate. Data were collected in four phases from 2,714 entry-level job pursuits and domain experts based on web-based job advertisements. Krippendorff's alpha was calculated for measuring objective fit, and the subjective fit was measured through quadratic structural equation modeling with response surface analysis.

Findings revealed lack of value congruence objectively; and no influencing role of subjective fit in job pursuits intention. This indicated that neither Indian employers nor entry-level job pursuits were concerned about value congruence. The post-hoc analysis suggested that poor self-concept consistency as a cultural norm led to such atypical findings.

The present study suggests that fit may lead to different phenomena of entry-level job pursuits intention with different contextual and cultural norms.