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The purpose of this paper is to explore whether salary and job interest moderates the relationship between corporate image and willingness to apply for a job and to examine that salary or job interest has a stronger influence on willingness to apply for a job.

Research data were obtained through questionnaires by the method of convenience sampling, distributed in employment expos and career guidance centers in Taichung and Chiayi area, Taiwan. In total, 300 questionnaires were collected. Excluding the invalid questionnaires, there were 285 valid questionnaires. Then, the study applied hierarchical regressions to test moderating effects and each hypothesis.

The study found that corporate image, salary, and job interest have significant positive effects on willingness to apply. In order of level of influence on willingness to apply, the factors successively are job interest, salary, and corporate image. Both salary and job interest will exert moderating effects on willingness to apply, and job interest has a stronger influence than salary.

This study was limited on sample selection from only two regions, in addition to time and space restrictions. However, the research results still help an employer to understand the priority factors that may influence a job seeker’s decision to apply for a job.

A company with a good corporate image and generous salary system can enhance the interest of job seekers. At the same time, if the job content is consistent with the interest of the job seekers, they will be more eager to apply. It would be beneficial for both enterprises and applicants when the right candidate in the sea of job seekers is chosen for the right job.

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

In order to succeed in an action under the Equal Pay Act 1970, should the woman and the man be employed by the same employer on like work at the same time or would the woman still be covered by the Act if she were employed on like work in succession to the man? This is the question which had to be solved in Macarthys Ltd v. Smith. Unfortunately it was not. Their Lordships interpreted the relevant section in different ways and since Article 119 of the Treaty of Rome was also subject to different interpretations, the case has been referred to the European Court of Justice.

The purpose of this paper is to investigate the consequences of jobseeker decision-making style on information search behaviour, information evaluation and perceptions of organisational attractiveness (OA). In this study, the authors assess whether, when presented with a realistic job information searching scenario of receiving basic job information from a typical formal short job advertisement, maximisers and satisficers differ on need for further information and evaluation of further information from informal information sources in relation to valence and tie strength.

A scenario-based experiment was conducted on 280 participants from the USA, with work experience in retail, using Amazon Mechanical Turk.

The results show that, compared to satisficers, significantly more maximisers chose to search for further information about the company/vacancy after receiving a typical short advertisement message. Furthermore, the results highlight the moderating effects of decision-making style (maximiser vs satisficer), tie strength (strong-tie vs weak-tie provider) and message valence (positive vs negative) on jobseekers’ perceived OA.

Companies seeking to increase their candidate pool should consider accommodating the different decision-making styles of jobseekers by carefully designing the content of recruitment information and utilising recruitment information sources. Although conducted in just one sector, the ubiquity of the maximiser/satisficer decision-making style implies further research to assess the implications for other sectors.

Research on decision-making style in recruitment is relatively limited. This study demonstrates the differences between maximisers and satisficers in terms of job-related information needs, and the evaluation of the source/content, when searching for a retail trade job.

Knight's Industrial Law Reports goes into a new style and format as Managerial Law This issue of KILR is restyled Managerial Law and it now appears on a continuous updating basis rather than as a monthly routine affair.

The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service.

The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses.

Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects.

However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it.

In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process.

Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual.

The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

Describes a study which aimed to capture the candidates’ perceptions of a graduate employment interview, in particular how the interviewer’s manner and ability may affect interview outcomes. Eighty‐seven questionnaires were received from graduate candidates immediately after their interviews with an international retailing company based in the UK. Factor analysis produced five factors relating to “interpersonal manner” and two relating to “ability to communicate”. Outlines the findings which were that: the impact made by the interviewer was a function of his/her professional style rather than his/her empathetic behaviour; the degree of empathy shown by the interviewer affected the interviewees’ perceptions of the interviewer’s competence as a supplier of information; and overall satisfaction with the interview was a function of the empathetic behaviour of the interviewer. Discusses the findings in the framework of the “signalling hypothesis” and other communication literature.

The quality of information sharing is of the utmost importance for supply chains (SCs). The purpose of this paper is to improve understanding of the human attitude: willingness to share, its antecedents and its role in improving information sharing quality.

Based on information sharing theory, a theoretical model and research hypotheses are developed. Data from 387 respondents were collected to test the hypotheses and model fit using structural equation modelling and mediation analysis. The impact of social-psychological factors and information technology (IT) infrastructure capability on willingness to share information and, consequently, its effect on information sharing quality were analysed using IBM SPSS Statistics, PROCESS and AMOS.

The statistical analysis showed a good model fit. Trust is the most important antecedent for willingness to share, while the impacts of commitment and reciprocity are also significant. Interestingly, power is not a significant antecedent of willingness. Life satisfaction is a significant precursor to willingness to share information, whereas surprisingly overall job satisfaction does not play a significant role.

Cross-sectional data were used and the scope was limited to SCs.

Managers should be aware that trust, commitment and reciprocity with their SC partners influence the willingness to share information with varying effects. Access to proper IT capabilities increases willingness as does the life satisfaction. SC individuals who are happy with life are more willing. Interestingly, high power might get the sharer to share information albeit unwillingly.

The model provides a social-psychological understanding of the antecedents of human willingness to share information, which is crucial to sharing quality information. Overall, the social-psychological and IT factors model based on information sharing theory is statistically valid for the SC context.

Addresses the standardization of the measurements and the labels for concepts commonly used in the study of work organizations. As a reference handbook and research tool, seeks to improve measurement in the study of work organizations and to facilitate the teaching of introductory courses in this subject. Focuses solely on work organizations, that is, social systems in which members work for money. Defines measurement and distinguishes four levels: nominal, ordinal, interval and ratio. Selects specific measures on the basis of quality, diversity, simplicity and availability and evaluates each measure for its validity and reliability. Employs a set of 38 concepts ‐ ranging from “absenteeism” to “turnover” as the handbook’s frame of reference. Concludes by reviewing organizational measurement over the past 30 years and recommending future measurement reseach.