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This paper analyses whether low‐skilled workers' training participation and task flexibility contribute to their firm‐internal and firm‐external mobility, and find that both…
Abstract
This paper analyses whether low‐skilled workers' training participation and task flexibility contribute to their firm‐internal and firm‐external mobility, and find that both training participation and task flexibility contribute only to firm‐internal employability. However, the workers' participation in training plays a much more explicit role in their firm‐internal career than their task flexibility does, as the former appears to be an important means to increase their opportunities in the firm‐internal labour market. Neither the low‐skilled workers' participation in training nor their task flexibility contributes to their external employability. Task‐flexible, low‐skilled workers are less likely to expect to be externally employable than non‐task flexible workers are. The focus of the low‐skilled workers on their firm‐internal employability can be explained by the fact that such workers usually have more opportunities to improve their position in the firm‐internal labour market than in the external labour market.
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The purpose of this paper is to investigate the relationship between protean career attitude and perceived internal and external employability, along with the mediating effect of…
Abstract
Purpose
The purpose of this paper is to investigate the relationship between protean career attitude and perceived internal and external employability, along with the mediating effect of learning-goal orientation.
Design/methodology/approach
Data were collected by distributing paper-based questionnaires to 527 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships.
Findings
The results supported the idea that protean career attitude is a significant antecedent of perceived internal and external employability. Protean talents with a higher degree of protean attitude toward value-driven career orientation and self-directed career management have an external employability that is greater than their internal employability. Learning-goal orientation fully mediated the effect of protean career attitude on perceived internal employability, but only partially mediated external employability.
Practical implications
The findings can help human resource managers gain a better understanding of the use of an appropriate strategy to influence an employee’s perceived internal and external employability, which can increase the motivation and improve employer-employee relationships that contribute to organizational success and performance. Employees should recognize the increased importance of continuous learning with goal-setting in order to deal with changes at work.
Originality/value
This paper empirically establishes the association between protean career attitude and perceived internal and external employability. The protean career concept may provide organizations with a valuable perspective in the evolution of careers. Valuable and protean talents place an emphasis on individuals’ core values, and while learning goals are meant to suit employer organizations, they may also establish opportunities that could cross-organizational boundaries.
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Yi-chun Lin, Angela Shin-yih Chen and Yu-ting Lai
The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract…
Abstract
Purpose
The purpose of this paper is to identify the impact of career plateau (hierarchical and job-content plateau) on internal employability, and to investigate psychological contract breach as a moderator on the relationship between career plateau (hierarchical and job-content plateau) and internal employability.
Design/methodology/approach
Data were collected by distributing paper-based questionnaires to 521 workers in private banking sectors in Taiwan. Hierarchical regression analysis was used to examine the results of the relationships.
Findings
The results supported the idea that career plateau (hierarchical and job-content plateaus) could be a significant antecedent of internal employability. Psychological contract breach significantly moderated the negative relationship between career plateau (hierarchical and job-content plateau) and internal employability. Specifically, the negative relationship between career plateau and internal employability will be stronger for employees who perceive a higher level of psychological contract breach.
Practical implications
These findings can help human resource practitioners gain a better understanding of the value of applicable approaches as an influence on a plateaued employee’s perception of internal employability, and to facilitate a positive employer–employee relationship, which could foster both a successful career for an individual and a prosperous performance for the organization that employs them.
Originality/value
Career plateau have been aroused variety issues in HR practice, but employability and psychological contract breach have barely been discussed with career plateau. This study empirically establishes the correlation between career plateau and internal employability as well as shown that psychological contract breach would decrease the plateaued individual’s willingness to stay in the current organization. Thus, the career plateau may provide organizations with a helpful perspective on one’s career development. Building substantial relationships between employees and employers lead to better human capital for organizations as it deals with rapidly changes in the real world.
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Ans De Vos, Anneleen Forrier, Beatrice Van der Heijden and Nele De Cuyper
In the current war for talent employers are concerned about the idea that the best employees are more likely to leave the organization for another employer (i.e. the management…
Abstract
Purpose
In the current war for talent employers are concerned about the idea that the best employees are more likely to leave the organization for another employer (i.e. the management paradox). This study tests this management paradox. The purpose of this paper is to advance our understandings of how employees’ occupational expertise is associated with job search intensity, through its assumed relationships with perceived internal and external employability in the internal and the external labor market. The authors thereby tested the research model across three different age groups (young, middle-aged, and senior employees).
Design/methodology/approach
The authors conducted a survey among 2,137 professional workers and applied multi-group structural equation modeling.
Findings
Perceived internal employability negatively mediated the relationship between occupational expertise and job search intensity, whilst there was a positive mediational effect of perceived external employability. Age had a moderating effect on the association between perceived internal employability and job search intensity.
Research limitations/implications
The findings contribute to the scholarly literature on the management paradox, and the empirical work on employability and age.
Practical implications
Organizations can recoup their investments in expert workers’ employability and enhance their retention by providing opportunities for internal career development.
Originality/value
This study is original by including both internal and external employability. By doing so, the authors thereby shedding new light on how occupational expertise might explain job search and how this relationship differs depending on employee age, thereby using a large sample of respondents.
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Ana Moreira, Francisco Cesário, Maria José Chambel and Filipa Castanheira
This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of…
Abstract
Purpose
This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions.
Design/methodology/approach
The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal.
Findings
A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions.
Practical implications
These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation.
Originality/value
This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.
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Nimmi P M, K.A. Zakkariya and Anju Varghese Philip
Skill obsolescence among employees can be detrimental to organizational performance and can lead to an ensuing decline in the wellbeing of employees. Today's organizations bank on…
Abstract
Purpose
Skill obsolescence among employees can be detrimental to organizational performance and can lead to an ensuing decline in the wellbeing of employees. Today's organizations bank on the employability skills of their human capital to stay afloat in business. The current study examines the impact of developing an employability culture in the organization, the perceived internal employability developed in the employees and impact on employee wellbeing.
Design/methodology/approach
Research data were gathered from a sample of 421 software engineers in private IT companies in India. Structural equation modeling using SPSS and AMOS was conducted to examine the impact of employability culture and perceived internal employability on the three dimensions of employee wellbeing.
Findings
The study found a positive relationship between employability culture and the components of employee wellbeing. A partial mediation by perceived internal employability was reported between employability culture and the three components of employee wellbeing.
Research limitations/implications
The study is a focused attempt on discerning the effect of organizational elements in the form of employability culture on the employee perceptions and the state of wellbeing, which are considered valuable resources in the career context. The study reiterates the prominence of contextual factors in employees' resource enhancement.
Originality/value
The study is a unique approach to determine the effect of perceived internal employability and employability culture on employee wellbeing based on the social cognitive career theory and the conservation of resources theory.
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Gina Gaio Santos, Ana Paula Ferreira and José Carlos Pinho
The purpose of this paper is to evaluate the impact of career attitudes (traditional career vs boundaryless career) on perceived employability (internal vs external employability…
Abstract
Purpose
The purpose of this paper is to evaluate the impact of career attitudes (traditional career vs boundaryless career) on perceived employability (internal vs external employability). In addition, the authors examine whether career self-management strategies act as mediators of these relationships. Due to high unemployment rates in the last two decades, it is important to assess the extent to which young graduates’ career attitudes affect perceived internal and external employability, along with the role of career self-management strategies as an employability enhancement tool.
Design/methodology/approach
As part of a cross-sectional research design, the authors administered a survey questionnaire to a sample of 131 graduates (i.e. master’s students) with at least one year of work experience. The empirical data were analyzed with partial least squares structural equation modeling, which combines confirmatory factor analysis, multiple linear regression and path analysis.
Findings
The results reveal that there is a positive and significant impact (direct effect) of a traditional career attitude (TCA) on internal employability, while there is no significant negative impact of a TCA on external employability. Additionally, the results show that there is a negative impact (direct effect) of a boundaryless career attitude (BCA) on internal employability, while no significant positive impact is found of a BCA on external employability. This study also confirms the mediation effect (full mediation) of career positioning strategies on the BCA-external employability relationship, and a partial mediation of career influence strategies on the TCA-internal employability relationship.
Research limitations/implications
Limitations of this study relate to the sample size and the use of a convenience sampling technique. Hence, some caution is needed regarding results’ generalization. In addition, this research uses a cross-sectional design, thus the authors cannot assess longitudinal causal relationships between variables. Future research should be replicated with different types of respondents and in different cultural contexts.
Practical implications
The results suggest that organizations would benefit more from employees that hold a TCA than those that hold a BCA, especially if they are interested in fostering the internal employability of their workforce. At the individual level, the results identify optimal career self-management strategies (internal vs external employability) for young graduates.
Originality/value
This study offers new empirical evidence of the predictive value of perceived internal vs external employability and the mediating role of career self-management strategies in explaining employability. Young graduates perceive a TCA as more advantageous than a BCA for both internal and external employability. This is an unexpected but interesting finding, since the bulk of the literature on contemporary career attitudes overemphasizes the advantages of a BCA, while disregarding potential disadvantages for both individuals and organizations.
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David Garland Buckman, Arvin D. Johnson and Donna L. Alexander
The purpose of this paper is to examine selection practices of school districts by capturing the promotion of teachers to assistant principal positions to determine if: there is a…
Abstract
Purpose
The purpose of this paper is to examine selection practices of school districts by capturing the promotion of teachers to assistant principal positions to determine if: there is a relationship between employability and assistant principal promotion (within-school, within-district, and external); and if the state-specific educational leadership policy directly impacts the employability of assistant principal candidates.
Design/methodology/approach
Principals in the state of Georgia were the unit of analysis, and data collected included personal characteristics of each participant when entering their first assistant principal position, school characteristics of the place of promotion, and type of promotion (internally within-school, internally within-district, and externally). Both descriptive statistics and multiple regression analysis were utilized to examine the impact of type of promotion as well as the state-specific educational leadership policy on participant employability at the time of promotion.
Findings
This study found a significant positive relationship between internal promotion (within-school) and employability as well as a negative association between participant employability and Georgia state-specific policy. Additional findings indicate a positive relationship between combination schools (i.e. grades K-8; 6-12) and participant employability.
Originality/value
This study advances the HRM literature concerning employee selection by expanding the scope of hiring practices outside of the private sector and provides focus on the public sector, specifically, the public school environment. In addition, the focal position (public school administrators in the state of Georgia) has yet to be utilized in employee selection research in the areas of internal and external promotion. Previous researchers have studied the probability of internal and external promotion based on demographic factors such as race and gender, however, this specific study uses distinctive predictor variables backed by literature to evaluate applicant employability.
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Andrew Rothwell and John Arnold
Employability concerns the extent to which people possess the skills and other attributes to find and stay in work of the kind they want. It is thought by many to be a key goal…
Abstract
Purpose
Employability concerns the extent to which people possess the skills and other attributes to find and stay in work of the kind they want. It is thought by many to be a key goal for individuals to aim for in managing their careers, and for organisations to foster in workforces. The purpose of this paper is to report on the development of a self‐report measure of individuals' perceived employability. It also seeks to examine its construct validity and correlates.
Design/methodology/approach
Based on the analysis of relevant literature, this study developed 16 items which were intended collectively to reflect employability within and outside the person's current organisation, based on his or her personal and occupational attributes. This study administered these items by questionnaire to 200 human resources professionals in the UK, along with established measures of career success and professional commitment, as well as questions reflecting demographic variables.
Findings
This article retained 11 of the 16 items for assessing self‐perceived employability. Concludes that self‐perceived employability can usefully be thought of as either a unitary construct, or one with two related components – internal (to the organisation) and external employability. The measure very successfully distinguished employability from professional commitment, and fairly successfully from career success. Only slight variations in employability could be attributed to demographic characteristics.
Research limitations/implications
This research has begun to address the gap in the literature for a brief yet psychometrically adequate measure of self‐perceived individual employability.
Practical implications
This author believes that the scale can be applied to other occupational groups, in organisational consultancy, and in individual career development. It can be used either as one scale or two, depending on the purpose of the investigation.
Originality/value
Concludes that this research represents a psychometrically adequate contribution in an under‐researched field, and will lead to future research with other occupational samples, and in other settings.
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Peggy M.L. Ng, Tai Ming Wut and Jason K.Y. Chan
Embedded in higher educational settings, work-integrated learning (WIL) is a key reflection to students' perceived employability. The purpose of this study is to explore the…
Abstract
Purpose
Embedded in higher educational settings, work-integrated learning (WIL) is a key reflection to students' perceived employability. The purpose of this study is to explore the antecedents of internal and external perceived employability. The research attempts to test a theoretical model examining the relationships among human capital, work values, career self-management, internal perceived employability and external perceived employability.
Design/methodology/approach
Data were collected from 588 students who have internship experience from two self-financing higher education institutions in Hong Kong. We adopted structural equation modelling (SEM) to test the proposed research hypotheses.
Findings
Results support the idea that human capital and intrinsic work values are significant antecedents of perceived employability. Furthermore, this relationship is fully mediated by career self-management. The implications of the findings for understanding the process through which psychological variables affect an individual's perceived employability are discussed.
Originality/value
Previous studies have extensively examined the effectiveness of WIL in increasing graduates' employability. However, unclear focus has been given to examine psychological attributes, such as human capital, work values and career self-management in WIL. In addition, few researchers have empirically examined the linkages among human capital, work values, career self-management and employability through internships or WIL experiences. Therefore, to bridge these gaps, the present study examines the effect of human capital, work values and career self-management on students' perceived employability when gaining internships or WIL experiences in a higher education setting.
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