Suchergebnisse

We expand on Cable and Turban's employer knowledge model to investigate how sector attractiveness, that is, image and reputation, predicts management graduates' sector-specific pursuit intentions, moderated by career anchors. The non-profit sector has the warmest image, followed by the public sector, while the latter is perceived as the least competent and shows the weakest reputation. Each sector's competence image (but not its warmth image) and reputation significantly predict sector-specific pursuit intentions. The security, service, and challenge anchors confirmed their unique positive moderating impact, respectively for the public, non-profit, and for-profit sectors, although the challenge anchor reduced the public sector's attractiveness. This study accentuates the importance of matching sector features with personal characteristics for understanding sector attractiveness to job seekers. Consequently, we offer new insights concerning sector-related recruitment practices and sector branding.

The purpose of this paper is to examine the impact of psychological contract breach on organizational affective commitment, organizational normative commitment and job satisfaction after one year, through the mediating effect of perceived organizational support and perceived supervisory support. The sample consisted of young military employees in training, in total 677 at time 1 and 258 at time 2. A two-wave design was used to collect the data. Results indicated that while normative commitment is directly affected by breach one year later, the relationship between breach and affective commitment was mediated by perceived support from the organization and perceived support from the direct supervisor. Only supervisory support mediates the relationship between psychological contract breach and job satisfaction. Practical implications of the results are discussed. ; info:eu-repo/semantics/published

In the present study, we use the self-determination theory (SDT) as a framework to explore the mediating role of needs satisfaction (i.e., autonomy, competence, and relatedness) on the relationship between the volunteers' motivation and two aspects of the organizational context (i.e., social network and autonomous vs. controlled work climate). Data from 349 Romanian volunteers provided general support for SDT and emphasized the effect of an autonomy-supportive climate initiated by the coordinator in volunteers' autonomous motivation. The results showed that needs satisfaction acts as a partial mediator of the relationship between work climate and volunteers autonomous motivation. The social network size was positively related to needs satisfaction but has no direct impact on autonomous motivation. Practical implications and future research are discussed.

Systematic research considering job context as affecting ethnic discrimination in hiring is limited. Building on contemporary literature on social categorization and cognitive matching, the interactive effect of context characteristics (client contact; industry status) and person characteristics (i.e. ethnic cues: Maghreb/Arab vs Flemish-sounding name; dark vs light skin tone) were investigated using an experimental field study among 424 white majority HR professionals. Findings showed that equally qualified applicants with a dark skin tone received lower job suitability ratings than applicants with a light skin tone, particularly when they were screened for high client contact/low industry status positions and low client contact/high industry status positions. It is concluded that some ethnic cues (such as skin tone) may be more salient compared with other cues and that job context may influence the salience of ethnic cues and steer hiring discrimination in subtle ways. Implications of these findings for hiring discrimination research and organizations are discussed.

This study broadens the concept of employer image and demonstrates the relevance of applicants' sector image when looking for employment in either nonprofit or for‐profit organizations. We apply the Stereotype Content Model to conceptualize image through perceived competence and warmth and use multilevel analyses on data from final‐year Master's students. Results show the importance of the sector‐stereotypical image and are partially in line with our hypotheses. Job pursuit intentions for specific organizations are predicted by both the organizations' as well as the respective sectors' perceived warmth and competence. Pursuit intentions for the for‐profit sector are predicted only by the image of that sector. However, the intention to pursue employment in the nonprofit sector is predicted by both its competence and warmth as well as by the perceived warmth of its organizations. These findings are discussed in view of a trickle‐down effect and compared to previous findings on sector image among consumers.

Purpose– The purpose of this paper is to study the relationship between self-perceived employability resources and perceived psychological contract (PC) obligations. To examine the extent to which organizational ratings of potential, through their "signaling" function, might serve as a buffer between employability and PC perceptions that are undesirable from an employer's point of view.Design/methodology/approach– Both self-report data (i.e. self-perceived employability resources and perceived PC obligations) and data reported by the HR departments of the participating organizations (i.e. organizational ratings of potential) were collected in a case-control design (n=103).Findings– Self-perceived employability resources are not related to lower intentions to stay with one's current employer. High-potential employees did not perceive themselves as particularly obliged to reciprocate their organizations' additional investments in them by expressing longer term loyalty, or a higher performance level.Practical implications– Organizations should not be hesitant to assist their employees in enhancing their employability resources. In addition, they should engage in deliberate PC building with their high-potential employees so as to align their perceived PC obligations with the organizational agenda.Originality/value– The relationship between self-perceived employability resources and perceived PC obligations has been underexamined; hardly any PC research has taken organizational variables into account; hardly any research exists on the psychological implications of being identified as a high potential; and the study draws both on self-report data and data reported by the HR departments of the participating organizations.

PurposeThe purpose of this paper is to examine whether four different generations (Silent Generation, Baby Boomers, Generation X, and Generation Y) hold different beliefs about career. Career type, career success evaluation and importance attached to organizational security are to be scrutinized for each generation.Design/methodology/approachA total of 750 people completed a vignette task, rating the career success of 32 fictitious people. Each vignette contained a different combination of five career features (functional level, salary, number of promotions, promotion speed, and satisfaction) at two levels (low and high). Furthermore, several items were added in order to determine each participant's career type and the extent to which they attached importance to organizational security.FindingsThe majority of participants still had rather "traditional" careers, although younger generations seemed to exhibit larger discrepancies between career preferences and actual career situation. Overall, satisfaction appeared to be the overriding criterion used to evaluate other people's career success. No significant differences were found between generations. With regard to importance attached to organizational security, the Silent Generation and Generation Y scored significantly higher than the other generations.Research limitations/implicationsThe convenience sampling strategy led to large differences in sample size per generation. Using a vignette design limited the amount and richness of information that could be offered to participants. Perhaps other criteria relevant to real‐life career success evaluation should have been incorporated in this study.Originality/valueThe study raises questions about the validity of career success operationalizations frequently used in research. It is the first study to examine career success evaluation by means of vignettes.