Signalling organizational commitment to employability through job advertisements: the communication of HRD practices to young inexperienced job seekers

Moore, Katherine; Khan, Maria Hameed

doi:10.1080/13678868.2019.1679569

Cited by 16 publications

(21 citation statements)

References 66 publications

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“…A sustainably employable workforce is a requirement of today's world of work, for the survival of organizations and to achieve sustained competitive advantage (Asuquo & Inaja, 2013;Ybema et al, 2020). Ybema et al (2020) suggested that apart from individuals' capabilities, organizations should also contribute their efforts to enhance workers' sustained employability by devising mechanisms such as flexible working conditions and training opportunities, competency development, career development, mentoring and coaching for individual employees (Moore & Khan, 2020). In this regard, Janssen et al (2018) suggested that organizations should arrange mindfulness-based interventions for employees to reduce their stress and enhance cognitive skills, which can further improve their health and productivity.…”

Section: Practical Implicationsmentioning

confidence: 99%

Linking individuals’ resources with (perceived) sustainable employability: Perspectives from conservation of resources and social information processing theory

Jabeen

Nadeem

Raziq

et al. 2021

Int J Management Reviews

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Rapid technological advances, socio-economic changes, globalization and increasingly dynamic working environments continue to present unique challenges for individuals with regard to sustaining their employability. While previous research highlights key factors that shape an individual's employability and ways of getting employment, there is a paucity of research on sustainable employability. To bridge this gap, this paper adopts an integrative review methodology to assess, analyse and synthesize extant literature on sustainable employability with the main focus on its antecedents. Building on conservation of resources theory and social information processing theory, our analysis demonstrates that sustainable employability involves three key components: employability, vitality and work ability. The analysis further reveals that sustainable employability can be achieved through selected personal and social support resources. Based on these we develop an integrative sustainable employability framework proposing personal and social support resources as key antecedents of sustainable employability. Personal resources comprise career competencies, psychological capital, mindfulness, core self-evaluations and emotional intelligence. Social support resources are provided by co-workers and supervisors and exhibited as social cues. With that, we extend and contribute to the sustainable employability literature by offering avenues for future research. From a managerial perspective, this review holds important implications for individuals to enrich their working capabilities as well as organizations to employ productive individuals.

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Section: Practical Implicationsmentioning

confidence: 99%

Linking individuals’ resources with (perceived) sustainable employability: Perspectives from conservation of resources and social information processing theory

Jabeen

Nadeem

Raziq

et al. 2021

Int J Management Reviews

View full text Add to dashboard Cite

show abstract

“…Around 24 percent of the country's graduates remain unemployed for a minimum of one year after graduation (Arumugam et al, 2014). This problem afflicts developing countries like India, Thailand, the Philippines, Indonesia, and developed countries like the US, UK, and Australia (Ismail & Seng, 2016;Moore & Khan, 2020). Ibrahim and Mahyuddin (2017) mentioned that unemployment is significantly affecting the youths immediately upon graduation.…”

Section: Introductionmentioning

confidence: 99%

“…Attracting millennials towards organizations can potentially reduce unemployment and lower the risk of adverse impacts such as lower-income risks. On the other hand, in this era of K-economy and Industry revolution 4.0, organizations need tech-savvy, educated employees to remain competitive and millennial youths are the best match (Moore & Khan, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…This study aims to examine to what extent the constructs, namely, corporate social responsibility (CSR), perceived work environment (PWE), Individual Value (InV), and Organizational reputation (OR) are related to Organizational Attractiveness (OA). Prior studies predominately studied millennial graduates' employability (Kinash et al 2016;Tomlinson 2007), self-awareness of individuals career establishment (Moore & Khan, 2020), mostly from existing workers perceptive. Literature has discussed the influence of these constructs on organizational attractiveness context.…”

Section: Introductionmentioning

confidence: 99%

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A Conceptual Framework for Organizational Attractiveness among Malaysian Millennial Jobseekers Aimed at the Aftermath of COVID-19

Hira¹,

Singh²,

Alam³

et al. 2021

IJAREMS

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Attracting superior talent from the job market is a crucial task for the organization. Due to the technological paradigm-shifting in the direction of Industrial revolution 4.0, tech-savvy millennials are the organization's dominant priority to gain a competitive advantage. Scholars predict that the ongoing COVID-19 is likely to change millennial's job preferences. On the other hand, in this economic climate, where young people are at an amplified risk of being jobless, organizations must play a vital role in providing jobs and attract young entry-level millennial jobseekers. Millennials have unique expectations from employers, thus selective about organizations to join. Understanding the millennial job seeker's perception is imperative for the organization to create an "attractive employer" image. However, very little is known about the factor attracting entry-level millennial jobseekers towards an organization from literature. Consequently, the present study identifies four factors, corporate social responsibility, perceived work environment, individual value, and organizational reputation, which have organizational attractiveness. The study develops a conceptual model of organizational attractiveness utilizing social identity theory and signaling theory. Further, this concept will empirically be tested and validated in the future.

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“…It is no surprise that millennials are expected to account for around 46% of the Malaysian workforce. Since the current K-economy and IR 4.0 age, institutions need techsavvy employees (Moore & Khan, 2020). Malaysia faces a challenge in obtaining good role-playing functions from millennials in the workplace (Ismail & Seng, 2016).…”

Section: Introductionmentioning

confidence: 99%

Factors Influencing Organizational Attractiveness among Millennial Job Seekers: A Study on Students in Malaysian Research Universities

Hira¹,

Singh²,

Ahmed³

et al. 2021

IJAREMS

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Signalling organizational commitment to employability through job advertisements: the communication of HRD practices to young inexperienced job seekers

Cited by 16 publications

References 66 publications

Linking individuals’ resources with (perceived) sustainable employability: Perspectives from conservation of resources and social information processing theory

Linking individuals’ resources with (perceived) sustainable employability: Perspectives from conservation of resources and social information processing theory

A Conceptual Framework for Organizational Attractiveness among Malaysian Millennial Jobseekers Aimed at the Aftermath of COVID-19

Factors Influencing Organizational Attractiveness among Millennial Job Seekers: A Study on Students in Malaysian Research Universities

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