More than a match? Assessing the HRM challenge of engaging employers to support retention and progression

Sissons, Paul; Green, Anne E.

doi:10.1111/1748-8583.12161

Cited by 9 publications

(7 citation statements)

References 38 publications

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“…Finally, we make some suggestions for future research. Recent literature has noted the landscape of active labour market policy is changing, with greater emphasis being placed on the sustainability of job entries and progression opportunities, rather than solely on the job match (Sissons and Green, 2017). Our data do not shed light on the issue of retention.…”

Section: Discussioncontrasting

confidence: 71%

Employer Engagement and Active Labour Market Policies. Evidence from a Norwegian Multi-Method Study

Hyggen¹,

Vedeler²

2021

Social Policy and Society

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Using Work Training in Norway as a case, this article provides insight into motivation and structural factors that impact employer engagement with active labour market policies (ALMP) targeting young people. Drawing on mixed-methods data, we find a substantial proportion of Norwegian employers engage in Work Training. Both social responsibility and the economic interests of the company influence employers’ motivation for committing to Work Training. The findings reveal that the structural factors of business size and sector are crucial determinants of employer behaviour when it comes to hiring Work Training candidates. Although improved outreach activities by local job centres may be important, the article argues that efforts towards opening up sectors closed by sector-specific regulations on hiring, and increased awareness of structural constraints, are similarly important.

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Section: Discussioncontrasting

confidence: 71%

Employer Engagement and Active Labour Market Policies. Evidence from a Norwegian Multi-Method Study

Hyggen¹,

Vedeler²

2021

Social Policy and Society

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“…Van der Aa and van Berkel (2014, p. 25) have rightly argued that successfully striking the balance between the interests of unemployed individuals and employers is the greatest challenge for further development of ‘demand‐oriented’ ALMPs. Future research should further explore how employer engagement staff manage the differing needs of stakeholders on a longitudinal basis, particularly in terms of improving the progression and retention of unemployed clients (Sissons and Green ). It could also usefully explore employer engagement in different institutional and political contexts from that of the UK, including through mixed method and comparative analyses.…”

Section: Discussionmentioning

confidence: 99%

Employer engagement in active labour market programmes: The role of boundary spanners

Ingold¹

2018

Public Administration

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The involvement (or engagement) of employers is critical to the success and effectiveness of active labour market programmes (ALMPs), yet little is known about how street‐level organizations (SLOs) delivering them interact with employers. This article draws on interviews with ‘employer engagement’ staff in SLOs contracted to deliver the UK's principal ALMP, the ‘Work Programme’. Conceptualizing these staff as ‘boundary spanners’ who operated both within SLOs and at the physical boundaries between SLOs and employers, the study found that their day‐to‐day work involved three key types of activities. First, initial business‐to‐business ‘sales’ approaches to employers; second, a complex process of matching of clients to employers’ requirements through intra‐organizational interactions; third, the building and maintenance of trusting inter‐organizational relationships with employers. The strategies and tensions revealed emphasize the under explored, but critical, role of inter‐personal dynamics, both within and at the boundary of SLOs, in the aim of assisting people into employment.

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“…This further intensifies the pressure in context of family such as increased stress and work pressures which negatively influence the family members as predicted by crossover theory (Bakker et al, 2008). Similarly, on the notion of job match theory, another factor that effects the mechanism is job matching as the employees might not have the accurate information about the job at the time of joining which after spending some time at the job and getting the accurate knowledge of that job, that knowledge might influence the employee's behaviour such as decision to stay or leave the organisation (Jovanovic, 1979;Sissons and Green, 2017). However, the present study incorporated two theories.…”

Section: Literature Review and Hypothesis Development Theoretical Bac...mentioning

confidence: 99%

Balancing is a necessity not leisure: a study on work–life balance witnessing healthcare sector of Pakistan

Aman‐Ullah

Ibrahim²,

Aziz³

et al. 2022

APJBA

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PurposeThis study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the mediating role of job satisfaction on these relationships.Design/methodology/approachThis study's data were collected from 394 doctors working in public hospitals in Pakistan, using survey-based questionnaires and stratified random sampling technique. For data analysis, structural equation modelling was utilised to investigate the direct and indirect associations among the variables, while Statistical Software for the Social Sciences (SPSS) was used for data management.FindingsWork–life balance was found to have a positive association with employee retention and a negative association with turnover intention. Results suggest that a fair work–life balance is a significant predictor of employee retention and turnover intention. Also, job satisfaction significantly mediated the relationship between work–life balance and employee retention and between work–life balance and turnover intention.Research limitations/implicationsThis study's focus was limited to doctors working in public hospitals. Thus, future research can extend the scope to other segments such as nurses, paramedics and pharmacists from both public and private organisations.Practical implicationsHuman resource (HR) executives can improve employee retention and turnover intentions through strategic implementation of work–life balance practices. Policymakers should stress upon hospitals to implement favourable working hours that are satisfactory to employees to reduce turnover intention.Social implicationsIn the healthcare industry, suitable work–life balance strategies will help improve employees' lifestyle, which will positively impact their family and social relationships.Originality/valueThis study is expected to contribute to the existing healthcare literature in the context of Pakistan by explaining the process by which work–life balance affects employee retention and turnover intention. Specifically, job satisfaction is the mechanism that explains these relationships.

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More than a match? Assessing the HRM challenge of engaging employers to support retention and progression

Cited by 9 publications

References 38 publications

Employer Engagement and Active Labour Market Policies. Evidence from a Norwegian Multi-Method Study

Employer Engagement and Active Labour Market Policies. Evidence from a Norwegian Multi-Method Study

Employer engagement in active labour market programmes: The role of boundary spanners

Balancing is a necessity not leisure: a study on work–life balance witnessing healthcare sector of Pakistan

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