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Italian trade unions have long since promoted the defense and inclusion of immigrant workers through the promotion, within their organizations, of specific services for immigrants providing information, guidance, and bureaucratic assistance, thus enhancing the growth of immigrant members within the unions. However, only recently unions have started to promote the direct participation of immigrants in their organization. This chapter focuses on the chances of mobility and career of immigrant workers offered by unions, starting from the role of union delegate. The analysis is based on empirical research, conducted in Lombardy between 2011 and 2013, on Cgil and Cisl, the two major Italian unions. The attention to the active participation of foreign workers within the organization is still low and not widespread, but mostly limited to categories with higher presence of immigrant workers and where the board is ready to grab the opportunities offered by the appointment of immigrant unionists and to guarantee them equal chances of union career. This situation, in our opinion, promotes immigrants’ acquisition of union roles and credibility, thus paving the way of internal mobility and career opportunities in the union.

Idiosyncratic jobs occur when formal job duties match the abilities or interests of a specific person. New duties can accrue or be negotiated to match an existing employee or a potential hire. Idiosyncratic jobs can help organizations deal with changing contexts, and influence organizational goals and structure. They can affect job holders’ careers and organizational job structures. The evolutionary accumulation of idiosyncratic jobs can potentially generate unplanned organizational learning. Promising research frontiers include links to work on job crafting, I-Deals, negotiated joining, and ecologies of jobs. Deeper exploration of these domains can advance core theories of job design and organizational transformation and inform normative theory on organizational use of idiosyncratic jobs without falling into cronyism, inefficiency, or injustice.

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.

The article explains why some Chilean companies have implemented a partnership strategy with trade unions, in a national context broadly described as unfavorable to such approach. Moreover, it discusses the shape and limits of this strategy.

The argument draws on a case study conducted between 2016 and 2018 in three large companies. Human resources managers, line managers and union officers were interviewed in each of these companies, and internal and administrative documentation were analyzed.

The article demonstrates that the management’s partnership strategy in the studied companies has emerged to contain the union revitalization. Additionally, it suggests this strategy has not favored trust-based relationships that guarantee long-term mutual gains for employees and companies. The article identifies some factors that explain this situation: the regulation, the economic uncertainty and the absence of a pluralist management perspective.

The article has the value of providing empirical evidence on union–management partnership, a topic that has gained strategic importance for large Chilean companies but remains unexplored in the mainstream the human resources management literature. The article also contributes to underscore the theoretical relevance of political and cultural variables in explaining management strategies and their results.

El artículo explica por qué surge una política de colaboración empresa-sindicato en un contexto como el chileno, ampliamente descrito como desfavorable a este tipo de enfoque. Asimismo, discute la forma en que se instala esta política y los obstáculos para su desarrollo.

El argumento se basa en un estudio de casos conducido entre el 2016 years el 2018 en tres grandes empresas. En cada una de ellas, se entrevistó a representantes de la dirección y dirigentes sindicales; se revisó documentación interna y administrativa.

El artículo demuestra que la política de colaboración implementada por la dirección en las empresas estudiadas surge para contener la revitalización sindical. Asimismo, sugiere que esta política no ha favorecido en todos los casos relaciones de confianza que garanticen ganancias mutuas para los trabajadores y las empresas a largo plazo. Identifica algunos factores que explican esta situación: la regulación, la incertidumbre económica y la ausencia de un compromiso gerencial con una perspectiva pluralista.

El artículo tiene el valor de proveer evidencia empírica respecto de la colaboración empresa-sindicato, un tema que ha ganado importancia estratégica para las grandes empresas chilenas y que, sin embargo, sigue siendo desatendido por la literatura de GRH. El artículo también contribuye a subrayar la relevancia teórica de las variables políticas y culturales en la explicación de las estrategias gerenciales y sus resultados.

This paper aims to present an empirically driven crisis management framework of complementary human resource management (HRM) bundles that can be utilized in simultaneously managing the health crisis, financial crisis and disruptions to business operations through lockdown and other government restrictions propelled by the COVID-19 pandemic.

The framework is developed employing qualitative methodology, drawing from the successful HRM practices adopted by 26 Sri Lankan companies in battling the many crises of COVID-19 and using the soft HRM approach as the theoretical basis.

The findings report a framework that consists of three key HRM bundles (health and safety bundle, cost-saving bundle and employee motivation and engagement bundle) entailing an array of inter-related, internally consistent, complementary and mutually reinforcing HRM practices and HRM activities. These HRM bundles and the HRM practices as well as the HRM activities therein, indicate how a softer approach to managing employees can be used during a crisis.

The framework will inform the HRPs of the HRM bundles, HRM practices and HRM activities that can be used to manage the multiple crises created by COVID-19 and other similar pandemics.

The study contributes to and expands the knowledge of HRM in crisis management generally and HRM in a global pandemic more specifically.

This paper analyses the effects of both training and overeducation on upward mobility in the internal labour market, the professional market and the “supplementary labour market”. The latter segment can be considered as a broadly defined secondary labour market as it is not restricted to the low‐level unskilled jobs only. This broader definition – also found in initial segmentation theory – allows for the changed character of the secondary labour market in the industrialized countries. As expected, “career training” influences upward mobility positively. However, contrary to the predictions of segmentation theory, particularly in the supplementary labour market career training is a means of gaining promotion to a higher level job. Overeducation also affects upward mobility positively, which indicates that overeducation is to some extent a temporary phenomenon at the individual level. However, this also holds in particular in the supplementary segment of the labour market. The estimation results show that the supplementary labour market is less of a dead end than the segmentation theory predicts and is a more valuable place to get training than has been recognized. The supplementary market probably plays an important role in the transition process between initial education and the labour market. Although workers may be initially overeducated in their first jobs, a supplementary segment job could be an attractive step towards reaching a more suitable position in the labour market.

Reviews the literature on career mobility and considers its implications for career development practices within organizations. Focuses on individualistic and organizational perspectives and identifies a range of factors which facilitate or inhibit the mobility process. Identifies a range of career development implications including changing notions about what constitutes a career, the need to take into account business issues and the move towards joint career planning.

The purpose of this paper is to compare internal and external job mobility (quits and promotions) as separate mechanisms for workers improving earnings and job fit.

The authors sample the core workforce from the British Household Panel Survey, estimating the effects of quits and promotions on two sets of outcomes. The first is subjective; satisfaction with work, pay and hours. The second is objective realities about the job; gross monthly pay and weekly working hours. The authors use linear fixed-effects estimation to control for individual heterogeneity.

Quits and promotions are distinctly different mechanisms for improving earnings and job fit. Quits improve measures of job fit (satisfaction with work, pay and hours) but have little effect on earnings. Internal promotions bring earnings growth but have little effect on job fit. The findings shed light what drives “voluntary” mobility; internal mobility may be driven by higher “reservation wages” and career progression, while external mobility may be driven by job matching and the need to find more appropriate work.

Researchers should treat mobile labour markets with scepticism. The growth of “boundaryless careers” may closer resemble a release valve for poor working conditions in a varied market than a growth in new opportunities for earnings and career progression.

Studies of job mobility overwhelmingly focus on the effects quitting without explicitly comparing this mobility to promotions. This omission gives an incomplete picture of mobility. Bringing promotions back into the discussion, helps to understand why workers commit to internal careers and firm tenure. The paper shows that quits and promotions yield distinctly different outcomes for core workers, despite both mobility types being labelled “voluntary”. Thus, the authors show that inequality in earnings and working conditions is closely tied to access to the “life-chances” of mobility; those who are able to pursue promotion are rewarded objectively; those who quit for a new employer seek a better job fit.

We initiated a conversation between two prominent scholars in the field of employee mobility who come from different disciplinary backgrounds: Rajshree Agarwal (from the human capital research tradition) and Matthew Bidwell (from the human resource management research tradition). Their cumulative work leads to vastly different conclusions. In this chapter we had an opportunity to explore their differences and share the roots of their motivations, interests, and research philosophies. The discussion provides diverging, yet insightful, directions for future research.