Search results1 – 10 of 36
The purpose of this paper is to investigate the link between human capital depreciation and education level, with an emphasis on potential differences between general and…
The purpose of this paper is to investigate the link between human capital depreciation and education level, with an emphasis on potential differences between general and specific education.
A nonlinear wage equation, based on Arrazola and de Hevia's (2004) model, is estimated using data from the Swiss Labor Force Survey (SLFS) over the period 1998-2008, in order to estimate a human capital depreciation rate for several education groups.
Human capital depreciation is significantly related to education type. Academic (“concept-based”) education protects workers more effectively against depreciation than vocational (“skill-specific”) education.
The SLFS survey is a rotating panel of five years and no retrospective data on earnings and employment are provided. A study of lifecycle earnings like the one proposed here would clearly benefit from a longer individual observation period.
In all educational tracks, even vocational ones, a substantial time share should be devoted to the acquisition of general skills. Moreover, it is necessary to manage lifelong learning carefully in order not to waste initial investments in education.
Instead of using a purely quantitative approach to separate workers by years of education, qualitative aspects of educational system are taken into account. Taking advantage of the Swiss educational system characteristics, workers are separated on the basis of their education type. Workers with vocational education (apprenticeships, professional and technical schools and universities of applied sciences) are assumed to possess a relatively specific human capital, compared to those with academic education (high schools and universities).
Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited…
Incivility is widespread in the workplace and has been shown to have significant affective and behavioral consequences. However, the authors still have a limited understanding as to whether, how and when discrete incivility events impact team performance. Adopting a resource depletion perspective and focusing on the cognitive implications of such events, the authors introduce a multi-level model linking the adverse effects of such events on team members’ working memory – the “workbench” of the cognitive system where most planning, analyses, and management of goals occur – to team effectiveness. The model which the authors develop proposes that that uncivil interpersonal behavior in general, and rudeness – a central manifestation of incivility – in particular, may place a significant drain on individuals’ working memory capacity, affecting team effectiveness via its effects on individual performance and coordination-related team emergent states and action-phase processes. In the context of this model, the authors offer an overarching framework for making sense of disparate findings regarding how, why and when incivility affects performance outcomes at multiple levels. More specifically, the authors use this framework to: (a) suggest how individual-level cognitive impairment and weakened coordinative team processes may mediate these incivility-based effects, and (b) explain how event, context, and individual difference factors moderators may attenuate or exacerbate these cognition-mediated effects.
Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors…
Empirical findings on the link between work–life programmes and organisational performance have been inconsistent, demanding further investigation of contextual factors. The paper aims to discuss this issue.
This study uses social exchange theory, strategic human resource (HR) management theory and stakeholder theory to examine the relationship between work–life programmes and organisational outcomes, using three performance measures: perceived organisational performance, financial performance and corporate social responsibility (CSR). It also investigates the moderating effect of HR systems on the work–life programmes–performance relationship. The hypotheses were tested in 192 organisations in Australia, using data from an HR manager survey and archival databases.
The findings support the hypotheses that work–life programmes are positively associated with all three measures of performance. The results partially support the moderating effect of HR systems on the relationship between work–life programmes and perceived organisational performance.
This study provides pioneering evidence for the moderating effect of HR system on the work–life programme–performance relationship. It also includes the rarely studied CSR as an outcome of work–life programmes.
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent…
Purpose: We generally ascribe hospitality industry talent shortages to organisations competing for dwindling talent rather than their inability to sustain industry talent pools. This chapter suggests that developing sustainable talent management and development (STMD) initiatives can address the talent attraction and retention issues the industry is facing. Following Ostrom’s (2002) design principles, we advocate for sustainable common pool resource networks as a solution for developing durable STMD initiatives to address talent shortages within the hospitality industry.
Methodology: A conceptual chapter synthesising disparate theories in a new context.
Findings: Despite hospitality organisations’ continued investment in talent management, talent shortages remain systematically embedded within the industry. These are the result of a perennial competition among hospitality firms for talent, when, instead, these firms should engage in collective efforts to sustain industry talent pools. The adoption of a more sustainable approach by incorporating Ostrom’s (2002) design principles to establish long-lasting common talent pool resource in the form of industry rather than firm-level talent pools may halt the decline in available talent.
Research Limitation/Implications: While hospitality organisations have a vested interest in sustainably managing talent, limited attention has been paid to creating sustainable industry talent pools. We propose several design principles for developing durable STMD initiatives, which require empirical testing.
Practical/Social Implications: We address talent shortages for hospitality organisations by offering the blueprint for developing sustainable industry talent pools for a collection of firms, which, on their own, would lack the experience and resources to securing a steady supply of talent. In addition, industry talent pools also have the potential to improve the general working conditions for employees in this industry pool.
Originality/Value of Chapter: This chapter addresses hospitality industry talent shortages by proposing the creation of sustainable regional industry talent pools rather than focussing on firm-level talent management practices.