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The purpose of this paper is to investigate the opportunities in the labour market for young employees with intermediate-level education by studying which young employees…
The purpose of this paper is to investigate the opportunities in the labour market for young employees with intermediate-level education by studying which young employees are most likely to be retained and under what conditions managers favour retention.
Retention decisions are examined by combining a vignette experiment and a survey study. Hypothetical profiles of 252 young employees were rated on their retention desirability by 21 managers, each working in a different organisation. Information on the managers’ characteristics and their organisations were collected in a survey.
Managers are generally not inclined to suggest retention. Their decisions are highly dependent on their own characteristics and organisational factors, even when young employees perform well and display desirable work-related behaviour.
While the small scale and explorative nature of this study limit its generalisability, this paper highlights the importance of combining information on employees, the organisation and managers; when studying (early) careers and employment decisions.
This study suggests that job retention is only in part within an individual’s control, and the future efforts to combat youth unemployment need to account for organisational and managerial characteristics.
The focus on the employer’s perspective is new to research on early careers, making it a starting point for further lines of exploration. Further, this study provides a comprehensive insight into factors that influence managers’ retention decisions by combining three sets of factors in a single research design.
This study aims to investigate the role of managers in the re-employment of early retirees and focuses on the effect of managers' age norms and stereotypes on managers'…
This study aims to investigate the role of managers in the re-employment of early retirees and focuses on the effect of managers' age norms and stereotypes on managers' employment decisions.
A combination of a factorial study and a survey was conducted. First, information on the age norms and stereotypes was collected. Secondly, profiles of hypothetical retired job applicants were presented to the employers, who were asked to make a specific hiring decision. The information collected during both studies was combined in the analysis and multilevel models were estimated.
The results indicate that higher age norms (defined as age at which somebody is believed to be unable to work for 20 hours a week or more) result in a higher propensity to hire an early retiree. Stereotypes, by contrast, do not influence managers' decisions. Early retirees' chances for re-employment are also related to their own circumstances (physical appearance and relevant experience) and organisational forces, as they are hired when organisations face labour force shortages.
With the use of vignettes study the authors deal with a hypothetical hiring situation.
Although the effect of attitudes has been often suggested, not much empirical evidence has been presented to support this notion. This study estimates the effect of age norms and stereotypes on hiring decision.