What do employees want? Halting record-setting turnovers globally

Tenakwah, Emmanuel Senior

doi:10.1108/shr-08-2021-0040

Cited by 10 publications

(7 citation statements)

References 1 publication

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“…In the current business world, retaining talents has been a significant issue for companies globally (Tenakwah, 2021). This has forced organizations to differentiate themselves from their competitors on the basis of being great places to work.…”

Section: Introductionmentioning

confidence: 99%

Strategic internal communication for effective internal employer branding

Vokić

Verčić

Ćorić

2022

BJM

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PurposeAlthough internal communication is perceived as one of the crucial elements for favorable internal evaluation of an employer brand (EB), the importance of internal communication for EB advocacy has been insufficiently theoretically problematized and related empirical evidence is almost non-existent. In this paper, the relationship between employees' satisfaction with internal communication and their perceptions of their employers' attractiveness is explored.Design/methodology/approachA questionnaire-based field research study was conducted on a sample of 3,457 Croatian employees. The Internal Communication Satisfaction Questionnaire (ICSQ) (Tkalac Verčič et al., 2009) and the Employer Attractiveness (EmpAt) Scale (Berthon et al., 2005) were used for assessing internal communication satisfaction (ICS) and employer attractiveness (EA).FindingsFindings reveal that respondents' overall satisfaction with internal communication in their organizations is significantly positively related with the overall attractiveness they assign to their employers, that all explored ICS dimensions are significant for the overall EA, and that each ICS dimension is significant for at least one EA dimension. The most relevant ICS dimensions for EA are “satisfaction with feedback” and “satisfaction with communication climate”.Originality/valueA conducted large sample study is among the first quantitative empirical studies that proved that employees who are satisfied with internal communication are likely to see their employers as attractive. Moreover, findings point toward internal communication endeavors which add more value to developing an attractive internal EB.

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Section: Introductionmentioning

confidence: 99%

Strategic internal communication for effective internal employer branding

Vokić

Verčić

Ćorić

2022

BJM

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“…Reskilling can help alleviate these concerns, adjust their mental models towards the use of AI at work, and ultimately provide employees with the skills they need to take on new roles or responsibilities within the organisation. Reskilling can also help organisations retain their top talent, as employees who feel they are not offered opportunities for career growth are more likely to switch companies (Tenakwah, 2021). In addition, reskilling can help close the skills gap that often exists between older and younger workers.…”

Section: Upskilling and Reskilling In Organisationsmentioning

confidence: 99%

The Impact of Artificial Intelligence on Workers’ Skills: Upskilling and Reskilling in Organisations

et al. 2023

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Aim/Purpose: This paper aims to investigate the recent developments in research and practice on the transformation of professional skills by artificial intelligence (AI) and to identify solutions to the challenges that arise. Background: The implementation of AI in various organisational sectors has the potential to automate tasks that are currently performed by humans or to reduce cognitive workload. While this can lead to increased productivity and efficiency, these rapid changes have significant implications for organisations and workers, as AI can also be perceived as leading to job losses. Successfully adapting to this transformation will lead companies and institutions to new working and organisational models, which requires implementing measures and strategies to upskill or reskill workers. Organisations, therefore, face considerable challenges such as guiding employees towards the change process, dealing with the cost of training, and ensuring fairness and inclusion posed by age, gender, and cultural diversity. Methodology: A narrative review has been conducted to analyse research and practice on the impact of AI on human skills in organisations. Contribution: This work contributes to the body of knowledge by examining recent trends in research and practice on how AI will transform professional skills and workplaces, highlighting the crucial role played by transversal skills and identifying strategies that can support organisations and guide workers toward the upskilling and reskilling challenges. Findings: This work found that introducing AI in organisations combines many organisational strategies simultaneously. First, it is critical to map the transversal skills needed by workers to mitigate the current skills gap within the workplace. Secondly, organisations can help workers identify the skills required for AI adoption, improve current skills, and develop new skills. In addition, the findings show that companies need to implement processes to support workers by providing ad hoc training and development opportunities to ensure that workers’ attitudes and mental models towards AI are open and ready for the changing labour market and its related challenges. Recommendation for Researchers: AI is a complex and multifaceted field that encompasses a wide range of disciplines, including computer science, mathematics, engineering, and behavioural and social sciences. Researchers should take a transdisciplinary approach to enable the integration of knowledge and perspectives from different fields that are essential to understanding the full range of implications and applications of AI. Future Research: Further research is needed to understand the impact of AI on human skills and the role of soft skills in the adoption of AI in organisations. Future studies should also consider the challenges presented by Industry 5.0, which is likely to involve the integration of new technologies and automation on an even greater scale.

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“…The issue of employee intentions organizations to meet their staffing needs (Nwaohiri and Nwosu, 2021). To digitalize, organizations need new skills and may need to lay off employees who performed old roles (Doherty and Stephens, 2021) though reskilling could obviate this (Huang et al, 2021) and help to reduce employee turnover (Tenakwah, 2021). In practical terms, organizations can prioritize the skills that are required so that employees can learn and quickly adopt the essential elements of digital technologies (Parra-S anchez et al, 2021).…”

Section: Hypotheses Formulationmentioning

confidence: 99%

Examining the issue of employee intentions to learn and adopt digital technology

Chaudhuri

Chatterjee

Vrontis

et al. 2023

WHATT

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PurposeIn the post-COVID-19 era, the hospitality industry is rapidly moving towards digitalization, which requires employees to upgrade their knowledge and skills. Some employees resist those changes and refuse to upgrade their knowledge, skills and ways of doing things. Therefore, there is a need to understand this unexplored area and so this study examines employee intentions to embrace digital technology from the perspective of upgrading their skills and knowledge. The study investigates the moderating role of the employees' resistance to change motive (RCM) on their intention to embrace digital technology, especially in the post-COVID-19 pandemic scenario.Design/methodology/approachThe research is conducted using dynamic capability view (DCV) theory and status quo bias (SQB) theory. Drawing on the existing literature in this area, a theoretical model is developed, which is validated using the structural equation modelling technique to analyse data from hospitality industry employees.FindingsThe results indicate that employees' dynamic capability plays a significant role in employees' upgrading their skill and knowledge capabilities, and this significantly improves employee intention to embrace digital technology. It also finds that the employee RCM plays a significant role in the relationship between upgrading skill capability and their knowledge capability to relation to embracing digital technology.Originality/valueThe findings could be used by hospitality managers to better understand employee intentions with regard to adopting digital technology, challenges faced and the way forward.

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What do employees want? Halting record-setting turnovers globally

Cited by 10 publications

References 1 publication

Strategic internal communication for effective internal employer branding

Strategic internal communication for effective internal employer branding

The Impact of Artificial Intelligence on Workers’ Skills: Upskilling and Reskilling in Organisations

Examining the issue of employee intentions to learn and adopt digital technology

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