Journal articles: 'Employer expectations'

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Wetherbee, Louella V., and Bonnie Juergens. "Employer Expectations:." Journal of Library Administration 11, no. 3-4 (January 3, 1990): 197–210. http://dx.doi.org/10.1300/j111v11n03_17.

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Javed, Syed Muhammad, Saqib Muneer ., and Melati Ahmad Anuar . "Impact of Training on Expectation of Employee and Employer: A comparative study." Information Management and Business Review 5, no. 12 (December 31, 2013): 601–7. http://dx.doi.org/10.22610/imbr.v5i12.1094.

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Organizations today spend millions of dollars on training to enhance the performance of their employees, which leads to formation of expectation on employers end as well as employees ends observing this phenomena ,this research was conducted to analyze the expectations of employee and employer and its impact on post training satisfaction, for that matter data was collected from 20 organization where training is provided ,sample size was 20 training / HR managers and per managers 5 employees, paired sample t test was applied to gauge the difference or similarity between the perception and expectation of employees and employer, after the analysis it was found that there is significant difference between the perception of employee and employers on the expected training outcomes and no similarity existed between the expectation of employee and employer which did not have positive effect on post training satisfaction.

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Bowden, Virginia M., Nancy F. Bierschenk, and Evelyn R. Olivier. "Medical Library Employer Expectations." Journal of Library Administration 11, no. 3-4 (January 3, 1990): 129–45. http://dx.doi.org/10.1300/j111v11n03_12.

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Murrah, David J. "Employer Expectations for Archivists:." Journal of Library Administration 11, no. 3-4 (January 3, 1990): 165–74. http://dx.doi.org/10.1300/j111v11n03_14.

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Bala, Ms Indu. "The Psychological Contract: The Changing Nature of Employee-Employer Expectations." INTERNATIONAL JOURNAL OF MANAGEMENT & INFORMATION TECHNOLOGY 3, no. 1 (January 16, 2013): 62–70. http://dx.doi.org/10.24297/ijmit.v3i1.4642.

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The psychological contract describes a phenomenon that occurs largely in the minds of employers and employees . The term governs all the ideas and expectations that workers have about their jobs and includes beliefs about their roles and responsibilities as employees. One of the fundamental challenges for HR is to help management maintain the appropriate balance between the realities of the business model and the needs of our employees. Success comes when the balance exists and is understood ( Kevin Sullivan Former VP of HR).There is a great challenge for a business today- a basic shift in employment expectations both from the employee's and the company perspectives. Both the right person and the right job are being affected by changing values. This research paper tries to find out the expectations of employers and employees in the present era . A detailed overview of any organization has been undertaken. Various ways have been suggested to deal with situation and emotions when expectations are not being met.

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Barron, Dan, E. Dale Gluff, and N. Y. Binghamton. "Library Education and Employer Expectations." Journal of Education for Library and Information Science 33, no. 1 (1992): 79. http://dx.doi.org/10.2307/40323489.

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Dumont, Paul E. "Library Education and Employer Expectations:." Journal of Library Administration 11, no. 3-4 (January 3, 1990): 59–71. http://dx.doi.org/10.1300/j111v11n03_06.

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Alford, Katrina, J. C. Bunch, Absalon Pierre, Boaz Anglade, and T. Grady Roberts. "Employer expectations for graduates from Haiti’s agricultural universities." Advancements in Agricultural Development 1, no. 3 (September 14, 2020): 27–41. http://dx.doi.org/10.37433/aad.v1i3.37.

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Human capacity building in Haiti’s agricultural sector can be utilized to reduce the country’s food insecurity. Haitian agricultural university and technical schools are responsible for supplying workforce ready graduates and therefore play a role in poverty reduction. Previous research has been conducted to assess these institutions from the perspective of faculty, students, and farmers. However, the employer perspective has not been considered, which could lead to a disconnect between what employers and the university believe are essential skills for graduates to obtain. This study focused on identifying the perceptions of the Haitian agricultural workforce regarding the ability of technical schools to produce graduates. This study used a basic qualitative design involving interviews of Haitian agricultural employers. The interviews revealed employers perceptive of curriculum strengths and weaknesses as well as desired employer skills for graduates. Employers also provided insight into the current job opportunities for graduates as well as what makes an “ideal” employee. We found a disconnect between jobs available and the skills being taught to graduates to fill these jobs. While employers desire employees with strong soft skills, there is a need for more technical skills to be taught at the agricultural schools.

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Tőkés, Gyöngyvér Erika. "Munkaerőpiaci elvárások a romániai IT-szektorban." Erdélyi Jogélet 3, no. 4 (January 26, 2021): 185–98. http://dx.doi.org/10.47745/erjog.2020.04.14.

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The present study follows the relationship between the employer brand identity of Romanian IT companies and the employee expectations of the workforce employed in the IT sector. The expectations of employees interested in the Romanian IT sector were summarized on the basis of a review of the international and Romanian literature. The examination of the employer brand identity of Romanian IT companies was based on a combined content analysis of the websites of 110 Romanian IT companies. Based on the analysis, it can be concluded that the talented workforce is looking for a job where its employee expectations are met to the greatest extent. Results also show that almost half of the Romanian IT companies barely take into account employee needs from different segments of the workforce. The study can be a starting point for brand managers working on employer brand design and development in the IT sector.

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Karakaya, Fahri, and Fera Karakaya. "Employer Expectations from a Business Education." Journal of Marketing for Higher Education 7, no. 1 (June 27, 1996): 9–16. http://dx.doi.org/10.1300/j050v07n01_02.

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Gableta, Małgorzata, Anna Cierniak‑Emerych, and Agata Pietroń‑Pyszczek. "Working Conditions in the Context of Building Employer Image." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 87–98. http://dx.doi.org/10.5604/01.3001.0010.6273.

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Differentiation of job expectations maintained by persons employed in business entities is also evident with regard to working conditions. Proper realisation of these expectations does have a notable impact upon employer image – an attribute of growing significance in the modern Polish labour market. The focus of this paper is placed on the process of building the employer image, as expressed in the employer’s observance of employee interests and other activities designed to increase their job satisfaction. The research is based, predominantly, on the results of empirical studies on observance of employee interests in business setting. The findings seem to corroborate the view that an employer’s approach to the formulation of working conditions is largely influenced by employees’ traits and the attributes of the organisational culture, which both have a notable impact upon the differentiation of employer images as viewed from the employer’s standpoint.

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Tom Junior, Ratemo. "Balancing Employer-Employee Expectations in Employment Contracts: Law and Practise in Kenya." African Journal of Law and Justice System 1, no. 1 (January 19, 2023): 9–23. http://dx.doi.org/10.31920/2753-3123/2022/v1n1a1.

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Sokoloff, Jason. "Information Literacy in the Workplace: Employer Expectations." Journal of Business & Finance Librarianship 17, no. 1 (January 2012): 1–17. http://dx.doi.org/10.1080/08963568.2011.603989.

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Gonzalez, Laura, and Kelly Allred. "A collaborative approach to simulation development." BMJ Simulation and Technology Enhanced Learning 3, no. 4 (June 9, 2017): 159–62. http://dx.doi.org/10.1136/bmjstel-2017-000204.

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BackgroundMeeting employer expectations is a challenge for new nurse graduates and their nurse educators. Designing studies to collect specific data on hospital expectations and new nursing graduate deficiencies is needed.SampleHospital-based educators and preceptors (n=13) participated in one of two focus groups, to identify problem areas. Senior nursing students (n=64) participated in simulations developed from data obtained in the sessions.MethodsAudio-recorded focus groups were conducted with the goal to identify deficiencies in new graduate nurses. Recordings were transcribed and analysed using thematic analysis.ResultsHospital employer expectation themes identified include attending to basic patient needs, organisational skills, anticipation of risks and consequences, higher order technical skills, communication and ownership/accountability. Two simulations for senior nursing students were developed to address identified deficiencies.ConclusionDeveloping meaningful simulations which address deficiencies prior to graduation, in collaboration with potential employers, has the potential to lower the cost of graduate nurse orientation, improve patient outcomes, provide a greater sense of readiness to the graduate nurse and ultimately meet the needs of both the student and employer.

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Peters, Eileen. "What You Want Is Not Always What You Get: Gender Differences in Employer-Employee Exchange Relationships during the COVID-19 Pandemic." Social Sciences 10, no. 8 (July 22, 2021): 281. http://dx.doi.org/10.3390/socsci10080281.

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Relational Inequality Theory (RIT) argues that relational claims-making- the process of employer-employee exchange relationships explicitly regarding negotiations over resources and rewards- is the central mechanism that produces social inequalities at work. Yet, the COVID-19 pandemic has significantly affected employees and employers, possibly altering their behavior in relational claims-making. Hence, this paper aims to explore if long-standing gender inequalities in employer-employee exchange relationships have reproduced or changed during the COVID-19 pandemic. It is examined (1) whether women and men differ in their response to the pandemic regarding expected employer support with further training to work from home (WFH) and (2) whether employers’ decisions on adequate support depend on employees’ gender. The hypotheses were tested using a linked employer-employee dataset (LEEP-B3) with information on German employees’ working conditions before and during COVID-19. OLS regression models predicted no gender differences in training expectations. However, women are more likely to be provided with less training than they expect from their employers. Thus, employers’ decision-making has not been altered, but gender remains an important determinant in relational claims-making, thereby reproducing gender inequalities. Finally, the workforces’ pre-COVID-19 gender ideologies predicted whether mechanisms are mitigated or enhanced. Hence, these findings underline the crucial role of the workplace context in which employer-employee exchange relationships are embedded.

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Kunal, K. R., P. Coelho, and S. Pooja. "Employer attractiveness: generation z employment expectations in India." CARDIOMETRY, no. 23 (August 20, 2022): 433–44. http://dx.doi.org/10.18137/cardiometry.2022.23.433443.

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Identifying the dimensions of the employer brand attractiveness of Indian ‘Generation Z’ students who are prospective employees on an overall basis and for certain segments of students, the study is conducted. Generation Z belongs to the age cohort, which has just started entering the workplace during this study. The study identifies the organizational attributes most significant in attracting Indian Generation Z B-School students to seek and aspire for employment. Segmentation was done based on the student’s gender, specialization, and previous work experience to differentiate the perception factors. Finally, the comparison of Millennials and Gen Z preferred attributes showed a degree of similarity of employer preference attributes for Millennials and Gen Z, as both generations preferred instrumental factors. Still, Gen Z preferred more growth and learning opportunities than Millennials, who favoured compensation and organizational attributes. A sample of 160 Gen-Z B-School students from India is 15 B-Schools were surveyed to acquire the data to meet the requirements.

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Tymon, Alex, and Margaret Mackay. "Developing business buccaneers: employer expectations of emergent leaders." Human Resource Development International 19, no. 5 (April 21, 2016): 429–46. http://dx.doi.org/10.1080/13678868.2016.1166710.

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Chiou, Paul Z. "Employer Expectations for the MS-Level Cytology Practitioner." American Journal of Clinical Pathology 153, no. 4 (December 13, 2019): 487–96. http://dx.doi.org/10.1093/ajcp/aqz185.

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Abstract Objectives The specific aims of the study are to determine skillsets most valuable to regional employers of cytotechnologists and assess the employers’ willingness to use graduating MS cytology practitioners in the expanded scope of practice. Methods Data from the greater New York region were collected via a web-based survey distributed to a broad sample of laboratory professionals involved with hiring in a variety of institutions. Results The three skillsets most important to New York employers and most employable are fine-needle aspiration adequacy assessment, regulatory acumen, and prescreening cell blocks. The skills that are of least important and least employable are prescreening high-volume tissue biopsy specimens and histology. Conclusions The results of this survey shed light on regional employers’ perspectives regarding the skillsets that are most important and marketable in the greater New York region and may be useful for subsequent curriculum development.

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Protsiuk, Olga. "The Relationships Between Psychological Contract Expectations and Counterproductive Work Behaviors: Employer Perception." Central European Management Journal 27, no. 3 (September 15, 2019): 85–106. http://dx.doi.org/10.7206/cemj.2658-0845.4.

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Szydło, Robert, Sylwia Wiśniewska, Małgorzata Tyrańska, Anna Dolot, Urszula Bukowska, and Marek Koczyński. "Employer Expectations Regarding the Competencies of Employees on the Energy Market in Poland." Energies 14, no. 21 (November 2, 2021): 7233. http://dx.doi.org/10.3390/en14217233.

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It is because of competencies that there is a possibility of ensuring the strategic safety of each country when it comes to energy security. With the vast development of IT and teamwork, there are various competencies needed in the whole energy sector. The aim of this study is to assess the needs of competencies in the Polish energy labor market as well as the trends among hard ad soft skills also in the context of renewable energy sources. Within an exploratory approach, 245 job advertisements were analyzed using various tools, including general descriptive statistics, Shapiro-Wilk, Kruskal–Wallis H and Mann–Whitney U tests, as well as Spearman’s Rho. The research confirmed that teamwork and MS Office are crucial demands of employers. It is also important that the market is diverse when it comes to competence demands, but soft skills are needed in every position, even purely technical ones.

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Battisti, Martina, Franco Fraccaroli, Rino Fasol, and Marco Depolo. "Psychological Contract and Quality of Organizational Life." Articles 62, no. 4 (January 15, 2008): 664–89. http://dx.doi.org/10.7202/016956ar.

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This study assesses psychological contract using a feature-oriented approach which measures perceptions about employer and employee obligations along the dimensions of duration, tangibility, scope, stability/flexibility, contract level and exchange symmetry. Questionnaires were administered to 170 workers (23 males, 147 females) employed at a rest home in Northern Italy. The results confirm the hypothesized relation between the employee’s perceptions of employer obligations and the organizational role component of organizational life (in terms of low role ambiguity and high development expectations). Similarly, the hypothesized relation between the employee’s perceived obligations to the employer and the affective and motivational area is supported (in terms of affective commitment and perceived organizational justice). The results also show the importance of assessing the employee’s perceptions both of employer obligations and of her/his own obligations to the employer, considering the differentiated influence that each of them has on organizational life.

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Raeder, Sabine, Anette Wittekind, Alice Inauen, and Gudela Grote. "Testing a Psychological Contract Measure in a Swiss Employment Context." Swiss Journal of Psychology 68, no. 4 (January 2009): 177–88. http://dx.doi.org/10.1024/1421-0185.68.4.177.

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In this study, we validated a questionnaire measuring psychological contracts in a Swiss employment context. We argue that this measure sufficiently considers the characteristics of a stable employment situation and meets the criteria for the validity of psychological contract measures. The sample consisted of the employees of two firms and portfolio workers. An item and scale analysis was conducted and the dimensionality of the instrument was tested by means of confirmatory factor analyses. Finally, the instrument consists of three factors measuring employee expectations and employer inducements as well as two factors measuring employer expectations and employee contributions. Validity was evaluated by comparing groups with different employment status and by hierarchical regression analyses predicting intention to quit and performance.

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Gunawardena, Chandra. "Employer expectations and equity in education in Sri Lanka." International Journal of Educational Development 13, no. 2 (April 1993): 125–30. http://dx.doi.org/10.1016/0738-0593(93)90006-l.

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Pojani, Dorina, Laurel Johnson, Sébastien Darchen, and Katie Yang. "Learning by Doing: Employer Expectations of Planning Studio Education." Urban Policy and Research 36, no. 1 (August 22, 2016): 11–19. http://dx.doi.org/10.1080/08111146.2016.1221814.

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Major, Bridget, and Nigel Evans. "Reassessing employer expectations of graduates in UK travel services." International Journal of Tourism Research 10, no. 5 (September 2008): 409–22. http://dx.doi.org/10.1002/jtr.670.

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Shinde, Dr Sandip, Qais Al Balushi,, Al Yaqdhan Al Rashdi, Majid Adam Al-Zadjali, and Abdul Hameed Al Shabibi. "Employer expectations on the performance of graduates through KSA (knowledge, skills and attitudes) with reference to banking sector in Muscat, Sultanate of Oman." International Journal of Scientific Research and Management 10, no. 04 (April 30, 2022): 3344–52. http://dx.doi.org/10.18535/ijsrm/v10i4.em12.

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The purpose of this study is to find out the gap between employer expectations and performance of graduates through KSA (Knowledge, skills and attitude) approach in banking sector in Muscat, Sultanate of Oman. The main area which has been covered in this research is related to expectations and performance of graduates through knowledge, skills and attitude. Questionnaire for the survey was designed to find out the gap between expected and actual performance of graduates through KSA. To analyze the findings, descriptive and correlation analysis has been used. The results of the analysis are very important and significant for employers, graduates who have recently joined the banking sector and educational institutions. Firstly, Educational institutions should work on scaling up the skills of the graduates. Secondly, organizations should scale down the expectations from the new employees and also should work on enhancing their capabilities. Thirdly, graduates who have recently joined banking sector should work on enhancing their knowledge, skills and attitude required for the organization. The conclusion leads to recommendations to the educational institutions as well as employer to modify their curriculum and training programs to enhance the capabilities of the new employees. Keywords: KSA, Knowledge, Skills, Attitudes, Employer expectations.

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Zientara, Piotr. "Employment of older workers in Polish SMEs: employer attitudes and perceptions, employee motivations and expectations." Human Resource Development International 12, no. 2 (April 2009): 135–53. http://dx.doi.org/10.1080/13678860902764068.

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Hirudayaraj, Malar, and Rose Baker. "HRD competencies: analysis of employer expectations from online job postings." European Journal of Training and Development 42, no. 9 (November 5, 2018): 577–96. http://dx.doi.org/10.1108/ejtd-04-2018-0036.

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Purpose The purpose of this paper is to inform the preparation of HRD professionals by providing an empirical analysis of the knowledge, skills, and responsibilities employers expect in the workplace. Design/methodology/approach This study reports a qualitative content analysis of online HRD job postings. Findings Results of this content analysis indicated that the most recent employer expectations for HRD practitioners as reflected in HRD-related job postings for knowledge and responsibilities were instructional design, training delivery, learning management systems, and learning technologies. The outcomes reinforced that employers specifically expect education technology-based knowledge and skills. Research limitations/implications The job postings included in the study were all collected from one source, the Association for Talent Development job site. Practical implications Educational programs can use these findings to inform curricular decisions related to knowledge and skills to be taught and practiced during the preparation of L&D practitioners and HRD professionals. Originality/value This paper analyzes online HRD job postings to understand what knowledge and skills employers expected from L&D practitioners and HRD professionals.

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Krasnova, Anna. "Expectations Towards Candidates and the Job Duties in Employer Branding Specialist Position." Kwartalnik Ekonomistów i Menedżerów 51, no. 1 (March 15, 2019): 221–31. http://dx.doi.org/10.5604/01.3001.0013.2373.

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Employer branding is becoming one of the priorities of modern organizations. Not only is the interest in the methods, techniques and tools of employer branding growing, but also employment in positions responsible for employer brand building. The aim of the article is to present the job duties carried out as an EB specialist and the competencies necessary to perform them. The article presents the results of a study conducted using the content analysis of documentation.

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Auer, Manfred, Gabriela Edlinger, Tanja Petry, and Judith Pfliegensdörfer. "The role of affective states in potential applicants’ evaluations of employer attractiveness." German Journal of Human Resource Management: Zeitschrift für Personalforschung 33, no. 4 (June 13, 2019): 363–86. http://dx.doi.org/10.1177/2397002219854959.

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What role do emotions play as a job seeker eyes up a potential employer? Our contribution to research into employer attractiveness explores the role that affective states play in potential applicants’ subjective perceptions of companies’ employer attractiveness in the early phase of job seeking. We adopt a concurrent verbalization approach to inquire into qualified potential applicants’ processes of interpreting employer branding material. Based on these data, we provide insights into the neglected role of emotions in research on potential applicants’ assessments of the appeal of an organization. The findings from a multistep qualitative data analysis produce the following four propositions: (1) strong emotions influence the outcome of the opinion-making process; (2) negative emotions play a crucial role in potential applicants’ evaluations of employer attractiveness; (3) some contents of employer information elicit negative emotions, whereas their complementary counterparts do not elicit positive affective reactions; and (4) expectations towards an employer and comparisons among employers influence potential applicants’ sentiments about individual employers.

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Sinha, Saitab, I. M. Jawahar, Piyali Ghosh, and Ashutosh Mishra. "Assessing employers’ satisfaction with Indian engineering graduates using expectancy-disconfirmation theory." International Journal of Manpower 41, no. 4 (December 9, 2019): 473–89. http://dx.doi.org/10.1108/ijm-04-2019-0185.

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Purpose Casting employers as customers, the purpose of this paper is to investigate the association between expectations, perceptions and disconfirmation beliefs with the satisfaction of employers regarding the competencies possessed by fresh engineering graduates hired by such employers in the Indian context. Design/methodology/approach Using data collected from 284 employers, the authors have hypothesized and examined a partial mediation model in which disconfirmation beliefs mediate the relationships between expectations and perceptions, and employer satisfaction. Furthermore, the authors have tested if this mediated relationship is moderated by the age and sex of respondents representing employers. Findings Results indicate that employers’ satisfaction can be explained from the framework of the expectancy-disconfirmation theory. Employers’ expectations and perceptions are established to be associated with employers’ satisfaction with new hires, and positive disconfirmation mediates these relationships. Results also indicate that age moderates the effect of predictor variables employers’ expectations and employers’ perception on the mediator disconfirmation. Sex, however, did not moderate any relationship. Practical implications The results demonstrate the usefulness of the expectancy-disconfirmation theory for studying employer satisfaction with competencies of recent engineering graduates in India. Findings are relevant to multiple stakeholders including employers hiring engineering graduates, engineers and technical institutions. Originality/value Expectancy-disconfirmation theory has been successfully applied to measure customer satisfaction in consumer behaviour research, while satisfaction of employers has been studied in the field of organizational behaviour. The paper stands out in the literature as one of its major implications is to extend the expectancy-disconfirmation theory to predict employers’ satisfaction.

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Mazumdar, Bishakha, Amy M. Warren, and Kathryne E. Dupré. "Extending the understanding of bridge employment: a critical analysis." Personnel Review 47, no. 7 (November 5, 2018): 1345–61. http://dx.doi.org/10.1108/pr-10-2016-0276.

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Purpose Few studies aim to uniquely conceptualize the experiences of bridge employees after they enter the workforce. Supported by the psychological contract theory and the self-determination theory, the purpose of this paper is to contribute to the understanding of the bridge employment experience by examining how the expectations of bridge employees shape their experiences. Design/methodology/approach This paper first reviews the extant literature on bridge employment. It then discusses the psychological contract theory and the self-determination theory, and examines the expectations of bridge employees through the theoretical perspectives of these two theories, to examine experiences in bridge employment. Findings Discord in the bridge employment relationship may be attributed to a lack of understanding of the implicit expectations of bridge employees. More specifically, unmet expectations may be detrimental to the bridge employment experience, and ultimately jeopardize both employer and employee outcomes. Research limitations/implications This paper examines expectations and experiences of bridge employees from a theoretical perspective. Theoretical tenets are utilized to analyze how and why implicit expectations may influence bridge employees in ways that result in detrimental outcomes for both employers and employees. Practical implications This paper sheds light on why bridge employment arrangements may result in adverse outcomes. Specifically, when there is a lack of understanding between bridge employees’ expectations and experiences, both individual and organizational outcomes may be impaired. An improved understanding of the bridge employment experience will likely result in an enhanced working relationship between bridge employees and employers, and minimize misunderstandings about this cohort of the workforce. Originality/value Using the guidelines of the psychological contract theory and the self-determination theory, we develop a model to examine how expectation of bridge employees may affect the experiences and ultimately, the outcomes of bridge employment. The authors also identify factors uniquely applicable to bridge employees. This is the first paper that examines the experiences of bridge employees through such theoretical perspectives.

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Ahmad, Bilal, Ahmad Raza Bilal, and Mahnoor Hai. "Expectations do not always hurt! Tying organizational career expectations to employment mode." Asia-Pacific Journal of Business Administration 11, no. 4 (October 7, 2019): 387–407. http://dx.doi.org/10.1108/apjba-01-2019-0018.

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Purpose The past decade has witnessed a surge in research focused on universal career development needs. In contrast, the purpose of this paper is to offer a contingency perspective based on self-efficacy theory by examining the relationship between the employees’ perceived mode of employment and expectations of career development opportunities attached to the employer. The authors hypothesized that perceived mode of employment determines employees’ expectations about receiving career development opportunities offered by the employer. Design/methodology/approach Responses from 203 banking employees were obtained through a structured questionnaire. Perceived employment mode was identified through Ward’s method of cluster analysis. The proposed hypothesis was tested by using one-way analysis of variance. Findings Employees across all modes of employment (knowledge-based, job-based, contract-based and alliance-based) were found to be similar with respect to their need for career development programs. However, employees positioned in knowledge-based and alliance-based modes were also interested in career appraisal and career training. Originality/value The study contributes to the existing body of knowledge on career management by imparting preliminary insights into the way employees’ expectations of organizational career management opportunities vary according to their perceived mode of employment based on self-efficacy theory.

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Kucherov, Dmitry G., Andrey L. Zamulin, and Victoria S. Tsybova. "How Young Professionals Choose Companies: Employer Brand and Salary Expectations." Russian Management Journal 17, no. 1 (2019): 29–46. http://dx.doi.org/10.21638/spbu18.2019.102.

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Theuri, Peter M., and Ruth Gunn. "Accounting information systems course structure and employer systems skills expectations." Journal of Accounting Education 16, no. 1 (December 1998): 101–21. http://dx.doi.org/10.1016/s0748-5751(98)00005-0.

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Cyphert, Dale, Corrine Holke-Farnam, Elena N. Dodge, W. Eric Lee, and Sarah Rosol. "Communication Activities in the 21st Century Business Environment." Business and Professional Communication Quarterly 82, no. 2 (February 24, 2019): 169–201. http://dx.doi.org/10.1177/2329490619831279.

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Effective undergraduate instruction requires accurate knowledge of professional communication practices and employer expectations, but ongoing contradictions between academic and professional expectations reflect historical, rhetorical, and pedagogical causes for inaccurate presumptions. Taking a customer service perspective, one business faculty revised its undergraduate goals in terms of empirically determined employer expectations. Interviewing professionals familiar with expectations of entry-level business graduates, the authors identified 10 communication activities, each comprising three to nine subtasks that constitute entry-level communication competencies. The results suggest a need to reconsider traditional curricular organization and instructional focus across the business curriculum to develop relevant skills across all business majors.

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Özcan, Fatih, and Meral Elçi. "Employees’ Perception of CSR Affecting Employer Brand, Brand Image, and Corporate Reputation." SAGE Open 10, no. 4 (October 2020): 215824402097237. http://dx.doi.org/10.1177/2158244020972372.

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Employees are one of the most important factors in business. Therefore, enterprises should account for the expectations of employees, particularly their perception of the enterprise, and their behavior. This study investigates the importance of employees’ perceived corporate social responsibility (CSR) and also examines the potential role of predicting employer brand, brand image, and corporate reputation. The study’s participants comprise employees working in different departments of various corporations. A total of 559 surveys were collected from randomly sampled company employees working in small and medium-sized enterprises (SMEs) in Turkey, and the responses were analyzed using component-based least squares modeling. The model was analyzed and validated by Smart partial least squares software. Employee-oriented CSR activities have a positive effect on employer brand and brand image perceptions among employees in SMEs. Perceived corporate reputation mediates this relationship.

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Jones, Stephanie, and Ahmad Ahmad. "The perception of employer value propositions and the contrast between Dutch and Chinese graduates: A case study of TNT." Emerald Emerging Markets Case Studies 1, no. 1 (January 1, 2011): 1–9. http://dx.doi.org/10.1108/20450621111117125.

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Subject area HRM; recruitment; managing cultural expectations in business; leadership. Study level/applicability Undergraduate management courses; MBA and MSc. Case overview This case focuses on recruitment problems in Europe with an Asian dimension. A young Dutch and a young Chinese graduate are considering a career with postal, courier and logistics firm TNT – what are their concerns as graduating students in looking for a job? From the opposite perspective, the case considers how employers attract graduate recruits. The case encourages students of a wide range of cultural backgrounds to question if they are following their cultural norms, or their own personal needs, regardless of their culture. It introduces students to the concept of perceptions of employer value propositions (EVPs) and how employers can “market” themselves to employees. The case is appropriate for courses in leadership, human resource management, corporate social responsibility (CSR), managing culture, also job hunting and career workshops. Expected learning outcomes This case is aimed at projecting the importance of career choice criteria from both graduate and employer perspectives. The case examines issues of national culture and associated differences in employee and organizational expectations. The case also examines the role of CSR in attracting employees; and the particular concerns of Generation Y employees. Supplementary materials Teaching note.

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Bao, Tran Cao. "University graduates and employment: The gap between employer expectations and graduate performance." Tạp chí Khoa học 15, no. 5b (September 20, 2019): 128. http://dx.doi.org/10.54607/hcmue.js.15.5b.2274(2018).

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The research involved the quality of undergraduate education related to the curriculum reviews, employer satisfaction of the capabilities of graduates and the key capabilities of graduates are expected. The results indicated the top ten items of capabilities rated by employers as most important. Some specific capabilities of graduates were identified where skills should be improved to match the expectations of employers. The combination between knowledge and professional skills, theory and practice in curriculum was unfolded to be the areas where improvements needed overall.

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Tetrault Sirsly, Carol-Ann, Elena Lvina, and Catalin Ratiu. "Good neighbor or good employer?" Journal of Global Responsibility 11, no. 1 (November 18, 2019): 93–110. http://dx.doi.org/10.1108/jgr-03-2019-0033.

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Purpose This study aims to test Mattingly and Berman’s (2006) taxonomy of social actions and develops divergent expectations for corporate social responsibility (CSR) dimensions directed toward institutional and technical stakeholders, with an aim to determine when CSR directed to different stakeholders is most likely to improve corporate reputation. Design/methodology/approach A longitudinal sample of 285 major US corporations was used to quantitatively test the hypotheses. Data was sourced from KLD, Osiris and Fortune MAC. Findings Strengths in CSR and actions directed toward technical stakeholders influence corporate reputation in a more profound way, when compared to those directed toward institutional stakeholders. Contrary to the authors’ prediction, institutional concerns do not demonstrate a significant growth or reduction over the five-year period. Research limitations/implications This study provides a longitudinal test of Mattingly and Berman’s (2006) taxonomy of CSR actions and makes an important methodological contribution by operationalizing CSR not as a continuum from strengths to concerns, rather as two distinct constructs. Practical implications Management practice can benefit from a more fine-grained approach to stakeholder expectations and reputation outcomes. The results of this study leverage relevant stakeholder impact while allowing firms to appreciate the change in CSR actions and to measure it accordingly, such that the undesirable status quo that leads to potential loss in reputation growth can be avoided. Social implications As organizations explore ways to effectively engage stakeholders for mutual benefit, this research shows how firms can have a positive impact. Originality/value This study tests and extends theory through an integrated lens, built on the stakeholder and resource dependence theories, while directing management attention to the broader reputational outcomes of targeted CSR initiatives. It provides justification for CSR investments over time.

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Tyrańska, Małgorzata, Mariusz Łapczyński, Maciej Walczak, and Bernard Ziębicki. "The Gap between Higher Business Education and Business Expectations: The Case of Poland." Sustainability 13, no. 24 (December 14, 2021): 13809. http://dx.doi.org/10.3390/su132413809.

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Employers expect business school graduates to possess a wide and diverse range of competencies, because the conditions governing the operations of enterprises are subject to constant and dynamic change. Therefore, adjusting study programs to labor market requirements is one of the main challenges faced by higher education institutions, particularly business schools. Therefore, the expectations of potential employers have become an object of detailed study for most universities. The most frequently applied research approach adopted for such studies involves direct surveys of employer opinions, based on various types of questionnaires. An alternative method is textual analysis of job advertisements using analytical tools that automate the research process. The aim of this article is to identify the gap between the business education offer and the expectations of the labor market in Poland, as well as to show the possibility of using the analysis of the contents of job advertisements to identify employer expectations regarding the competencies of university graduates. The presented research is exploratory in nature, with four questions posed by the authors during the research process. The research is innovative with regard to Poland and in relation to graduates of business schools.

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Dzhulai, Maryna, Iryna Fedulova, and Iryna Bolotina. "Analysis of employer brand for young people." Eastern-European Journal of Enterprise Technologies 1, no. 13(115) (February 28, 2022): 80–91. http://dx.doi.org/10.15587/1729-4061.2022.252549.

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Different approaches to determining the employer brand were analyzed. The main components of the employer brand were identified. It is customary to divide the components of the employer brand into tangible and intangible ones. Material ones include wages, official employment, the material system of motivation. Intangible components are additional benefits, office, rating, and reputation of a company, type of activity of a company, the possibility of training and development. A tendency of the lack of information to form the employer brand for Generation Z was detected. Generation Z is the people born in 1997–2012. The list of value propositions of employers in the labor market for Generation Z was analyzed. The results of our own research – a survey among students (1341 respondents) having or not having experience – were analyzed. To analyze the results of the survey, mathematical expectation, root mean square deviation, and coefficient of variation of expert evaluation results were used. The rating of the components of the employer brand and their integrated scores in terms of attractiveness for Generation Z were established. The aspects to which employers need primarily to pay attention to for forming a value proposition in the labor market when selecting personnel were established This study is important because the main components of the employer brand and their priority for Generation Z were not investigated in the scientific field. As a result of the study, companies were rated by their attractiveness as a place of work or internship in retail and FMCG (fast-moving consumer goods) spheres. These data can be used by HR-brand agencies, HR departments of international and national companies. Using the results of the survey of the formation of the employer brand for Generation Z will allow enterprises to take into account the expectations of their target audience.

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Adrian, Mitchell. "Determining the Skills Gap for New Hires in Management." International Journal for Innovation Education and Research 5, no. 6 (June 30, 2017): 139–47. http://dx.doi.org/10.31686/ijier.vol5.iss6.732.

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This study is an exploratory attempt to evaluate the skills gap in the discipline of business management, based upon the perceptions of students as compared to the expectations of employers. While it has been assumed that the skills gap may be a shortcoming of higher education’s inability to understand employer needs (Everson 2014), it is expected that the gap is more a result of misaligned student interpretations of employer needs and an academic environment that increasingly views the student as the customer. If faculty consider the employer as a primary customer, then perhaps academic programs can be redesigned to provide better opportunities to new graduates.

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Boyd, Jodie, and Stephen Boyd. "Expectation and interaction: Student and employer approaches to university careers fairs." Journal of the National Institute for Career Education and Counselling 44, no. 1 (April 1, 2020): 57–63. http://dx.doi.org/10.20856/jnicec.4409.

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This article sets out to explore why those who attend university careers fairs choose to do so; what expectations they have and how these are formed; what motivates attendance; and how do they themselves understand these choices. Furthermore, it aims to determine their interpretation of what happens at these events and the extent to which careers fairs facilitate access to the graduate labour market. This paper concludes that rationales for attending are unique to the individual and expectations are manifold for students and recruiters alike, often based on intricate combinations of agency, structure and capital.

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Jeske, Debora, and Thomas Calvard. "Big data: lessons for employers and employees." Employee Relations: The International Journal 42, no. 1 (January 6, 2020): 248–61. http://dx.doi.org/10.1108/er-06-2018-0159.

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Purpose The purpose of this paper is to critically reflect on the pros and cons of using employee information in big data projects. Design/methodology/approach The authors reviewed papers in the area of big data that has immediate repercussions for the experiences of employees and employers. Findings The review of papers to date suggests that big data lessons based on employee data are still a relatively unknown area of employment literature. Particular attention is paid to discussion of employee rights, ethics, expectations and the implications employer conduct has on employment relationships and prospective benefits of big data analytics at work for work. Originality/value This viewpoint paper highlights the need for more discussion between employees and employers about the collection, use, storage and ownership of data in the workplace. A number of recommendations are put forward to support future data collection efforts in organisations.

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Brophy, Elizabeth B., Donna Rankin, Shirley Butler, and Karen Egenes. "The Master's Prepared Mental Health Nurse: An Assessment of Employer Expectations." Journal of Nursing Education 28, no. 4 (April 1989): 156–60. http://dx.doi.org/10.3928/0148-4834-19890401-05.

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Hudson, Susan C., and Karla K. Roberts (Camp). "Drafting and Implementing an Effective Social Media Policy." Texas Wesleyan Law Review 18, no. 4 (July 2012): 767–96. http://dx.doi.org/10.37419/twlr.v18.i4.6.

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Social media is everywhere and used in many business and personal situations. There is no indication that social media use is declining; rather, social media use is constantly expanding into new realms and taking on new forms. Social media launches political campaigns, international pop stars, and new businesses to heightened levels of success or failure with just a few mouse clicks. Because social media information has the ability to spread rapidly, not addressing social media or hoping it will not affect the employer's business is a dangerous practice. Currently, few employers have a Social Media Policy ("Policy"). By not having a Policy, the employer and its business are left vulnerable to the whims of its employees' social media actions and cannot guide employees toward using social media to protect and further the employer's business purpose. A Policy's existence makes the employer proactive rather than reactive. Further, establishing a Policy provides employees with clear expectations about when social media can be used, for what purposes, and what level of privacy an employee should expect regarding personal use. Finally, the employer needs a Policy to promote consistent enforcement among all employees. Inconsistent actions by supervisors for similar employee actions could open the employer up to potential employment discrimination lawsuits. Once the employer understands that it needs a Policy, the next step is deciding what type to implement. The employer must create a Policy that furthers the employer's business purposes. Regardless of whether the employer decides to ban social media or freely allow its use, the employer should always spell it out in a Policy that defines the parameters of social media use. However, before the employer establishes a Policy it should conduct a cost-benefit analysis of social media uses and benefits for the employer versus the cost and resources required to enforce such a Policy. The employer should consider the Policy's monitoring and enforcement costs and the employee productivity costs depending on the level of allowed social media use. Taking into account these considerations, this Article will instruct an employer or employer's counsel on how to best draft an effective Policy that will meet all of the employer's objectives.

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Ognjanović, Jasmina. "Employer brand and workforce performance in hotel companies." Menadzment u hotelijerstvu i turizmu 8, no. 2 (2020): 65–78. http://dx.doi.org/10.5937/menhottur2002065o.

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Employer brand represents an intangible asset which is the result of successful implementation of employer branding strategy that promotes the company as exceptional employer, provides the candidates with realistic expectations and fulfills the promises made to all employees. The main aim of the research is to prove that hotel companies should be strongly encouraged to develop employer brand, since this is one of the best ways to increase workforce performance. In terms of business operations, employer brand is monitored by means of appropriate dimensions (training and development, employer reputation, work/life balance, corporate social responsibility, business culture). Testing of research hypotheses was performed using regression analysis and ANOVA test. Results indicate statistically significant impact of employer brand on workforce performance and statistically significant difference in the level of accomplished average workforce performance among different category hotels.

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Alewell, Dorothea, and Tobias Moll. "An Exploratory Study of Spirituality in German Enterprises." management revue 32, no. 1 (2021): 0–26. http://dx.doi.org/10.5771/0935-9915-2021-1-0.

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Spirituality at work is increasingly attracting attention in management research, especially in the Anglo-Saxon and Asian contexts. However, for the German context, we know little about spirituality at work from scientific research, and findings and results from other sources are broadly scattered. Using a mixed-methods approach, we collect first findings on employer’s perception of spirituality at work and specific HRM practices in German workplaces. We analyse daily newspapers and related best-practice publications and conduct a small-scale qualitative employer survey in Northern Germany. To structure the results, we propose three main impact perspectives on spirituality in the workplace (workforce diversity, employee needs, and employer capabilities) as well as different employer stances in dealing with these three perspectives, from faith-avoiding to faith-based (Miller & Ewest, 2015). In all three perspectives and stances, companies already implement different HR activities under different expectations and perceptions. Some German organisations already address the needs perspective by room-related tools, working time-related tools, food-related offers, and instruments that facilitate coordination and cooperation in multi-religious settings. Employer stances differ concerning religious and non-religious spirituality. While employers view nonreligious spirituality in the company as generally positive (faith-friendly), they are often sceptical of religious spirituality at work (faith-avoiding or faith-safe).

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Alewell, Dorothea, and Tobias Moll. "An Exploratory Study of Spirituality in German Enterprises." management revue 32, no. 1 (2021): 1–27. http://dx.doi.org/10.5771/0935-9915-2021-1-1.

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Spirituality at work is increasingly attracting attention in management research, especially in the Anglo-Saxon and Asian contexts. However, for the German context, we know little about spirituality at work from scientific research, and findings and results from other sources are broadly scattered. Using a mixed-methods approach, we collect first findings on employer’s perception of spirituality at work and specific HRM practices in German workplaces. We analyse daily newspapers and related best-practice publications and conduct a small-scale qualitative employer survey in Northern Germany. To structure the results, we propose three main impact perspectives on spirituality in the workplace (workforce diversity, employee needs, and employer capabilities) as well as different employer stances in dealing with these three perspectives, from faith-avoiding to faith-based (Miller & Ewest, 2015). In all three perspectives and stances, companies already implement different HR activities under different expectations and perceptions. Some German organisations already address the needs perspective by room-related tools, working time-related tools, food-related offers, and instruments that facilitate coordination and cooperation in multi-religious settings. Employer stances differ concerning religious and non-religious spirituality. While employers view nonreligious spirituality in the company as generally positive (faith-friendly), they are often sceptical of religious spirituality at work (faith-avoiding or faith-safe).

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Journal articles on the topic 'Employer expectations'

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