Gardner, P. L., Ed. The Structure of Science Education, Longman Australia Pty Limited, Hawthorne, Victoria, Australia, 1975 (252 pages)

Job seeker value proposition conceptualised from the perspective of the job choice theory

“…Autonomy at work is the amount of discretion a firm allows its employees to determine schedules and work methods for achieving the required outputs (Williams et al, 2020). A large body of extant literature on job choice theory suggests that this is a factor that contributes to driving firm attractiveness, job attractiveness, job pursuit decision, and career choice of a job seeker (Table 1).…”

“…The present-day job seekers understand that responsibility at work is a factor that augments their career development and human capital (Yadapadithaya & Stewart 2003). Therefore, they are keen to collect information on aspects such as job rotation, job enlargement, and job enrichment which determine the level of pivotal power one possesses to perform one's job effectively and efficiently (Williams et al, 2020).…”

“…Organisational culture is a set of key values, beliefs and attitudes shared by the employees within a firm (Williams et al, 2020). The extant literature argues that firms with key values, beliefs and attitudes that promote adaptability, employee engagement, a clear vision, and consistency perform better than the rest (Williams et al, 2020). Therefore, job seekers are keen on joining such firms (Armstrong & Taylor, 2014).…”

“…Corporate social responsibility (CSR) activities consist of the organisational activities intended to benefit society and the environment beyond the organisations' immediate financial interests or legal obligations (Williams et al, 2020). It is a well-known fact that a majority of job seekers are interested in observing the CSR activities conducted by the firms because they are keen to join the firms that are ethical and socially responsible (Auger et al, 2013).…”

“…Managers must interact closely with their subordinates for a considerable period of time to identify their deep-level diversity factors. The extant literature on diversity management reveals that firms that manage deep-level diversity factors have a higher possibility of performing better because it creates a high level of social integration (i.e., the psychological attractiveness between employees to work with each other to achieve team, divisional or organisational goals and objectives) (Williams et al, 2020). Furthermore, proper diversity management promotes employee well-being and job satisfaction.…”