The Year of Workers’ Mobility

Ingham, Mike; Ingham, Hilary

doi:10.1111/j.1468-2338.2006.00427.x

Cited by 5 publications

(9 citation statements)

References 15 publications

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“…According to the Human Capital Institute and The Global Association for Strategic Talent Management, talent is an individual who brings intelligence, knowledge, and creativity, enabling them to work confidently both individually as well as in a group while adapting to evolving conditions. Generally, everyone defines talent as the individual meeting their requirements (Ingham, 2006).…”

Section: Literature Reviewmentioning

confidence: 99%

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Talent Management to Improve Employee Competence: A Qualitative Study

Samanta¹,

Eleni²

2021

ACDMHR

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The research investigates two basic techniques in Talent Management, coaching and mentoring, in training marketing employees and how these techniques contribute to the best use of their talents. The research investigates how these skills can be utilized to developing the needed skills in the marketing employees. The study has worked to outline the extent to which talent Management improves competitiveness and how easily it can be taken up as a practice by the employees themselves. Qualitative method was employed to examine the mentors across three European companies using depth interviews. The research indicated that the training is a more integral entity and should be part of the training plan devised based on individual training needs assessment. Furthermore, new employees can be introduced with greater ease into the workplace when a coach or a mentor is in place. Finally, individuals who have themselves chosen their coach or mentor have a better professional outlook.

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Section: Literature Reviewmentioning

confidence: 99%

“…The definition of what is talent varies from one organization to another. The administration of talent management (TM) must examine each of the following factors in detail: talent definition, talent strategy, talent framework, employee value position, and talent management skills (Ingham, 2006).…”

Section: Introductionmentioning

confidence: 99%

Talent Management to Improve Employee Competence: A Qualitative Study

Samanta¹,

Eleni²

2021

ACDMHR

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“…The epenthesised vowel assimilates the quality of the vowel following /r/, as in the following examples from de Jong (2006): and duklan 'they f.' (Ingham 2006), Upper Egyptian Bʕēri has huṃṃa 'they m.' beside hinna 'they f.', and Ṣanʕāni has antū 'you m.pl.' and antayn 'you f.pl.…”

Section: > V/…c_rvmentioning

confidence: 99%

“…name?' and ana afġōn-inni 'I am Afghani' (Ingham 2006) and Uzbekistan hint mīn-inak 'who are you? '.…”

Section: Word Ordermentioning

confidence: 99%

50. Arabic Dialects (general article)

Watson¹

2011

The Semitic Languages

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Teaching Arabic in the United States. In: K. Wahba, Z. Taha and E. England (eds.). A Handbook for Arabic Language Teaching Professionals in the 21 st Century (Mahwah, New Jersey: Lawrence Erlbaum Associates) 13Ϫ20. Wahba, K. 2006 Arabic language use and the educated language user. In: K. Wahba, Z. Taha and E. England (eds.). A Handbook for Arabic Language Teaching Professionals in the 21 st Century (Mahwah, New Jersey: Lawrence Erlbaum Associates) 139Ϫ156. Karin C. Ryding, Georgetown (USA) 50. Arabic Dialects (general article) 1. Introduction 2. Geographical areas 3. Documentation of Arabic dialects 4. Comparative studies of linguistic issues 5. Introductions to modern Arabic dialects 6. Arabic before the spread of Islam 7. The relationship between ancient Arabic and modern Arabic dialects 8. Features of modern Arabic dialects as universal tendencies 9. Features of modern Arabic dialects as grammaticalisation 10. Evidence for a polygenetic explanation 11. The classification of Arabic dialects 12 The linguistic typology of Arabic dialects 13. Conclusion 14. References

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“…Creating a European labour market with inter-country labour mobility is seen as a way to achieve these objectives by combating skill and other labour shortages, reducing unemployment and offsetting the effects of a declining working age population (European Commission, 2000). The European Employment Service (EURES) was created to encourage the free movement of workers within the EU, and 2006 was declared the "European Year of Workers' Mobility -Towards a European Labour Market" (Ingham and Ingham, 2006). However, it is far from clear that these goals are shared by the populations of some Member States, especially after the 2004 enlargement.…”

Section: Eu Policy On the "Free Movement Of Labour"mentioning

confidence: 99%

Labour mobility and migration within the EU following the 2004 Central and East European enlargement

Dobson

2009

Employee Relations

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Purpose -The paper seeks to investigate the effects of the 2004 Central and East European EU Enlargement on labour mobility. Design/methodology/approach -The paper is based on an analysis of recently available empirical evidence from the UK Labour Registration Scheme and EU comparative data based on administrative data and labour force surveys. Findings -Only Ireland, Austria and Germany had significant migration from CEE migration and none of these exceeded 2 per cent of the labour force. The imposition of a transitional arrangement had little effect on migration flows. CEE workers were predominantly young, had above average education and yet did not fill UK skills gaps, but filled labour shortages for low paid, unskilled work. Originality/value -This paper assesses the empirical evidence on labour mobility from Central and Eastern Europe, which is used to assess the current highly contentious debate.

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The Year of Workers’ Mobility

Cited by 5 publications

References 15 publications

Talent Management to Improve Employee Competence: A Qualitative Study

Talent Management to Improve Employee Competence: A Qualitative Study

50. Arabic Dialects (general article)

Labour mobility and migration within the EU following the 2004 Central and East European enlargement

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