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Data suggest that it is premature to conclude that management has succeeded in appropriating workers' knowledge, accountability, and responsibility for work. The labor market has become fluid and dynamic and no longer conforms to the traditional construct of an internal labor market. A refinement of labor process theory is in order. (JOW)

Competent data processing employees can be attracted to higher education, despite a nationwide shortage of computer programers and analysts. Suggestions are given for each phase (contact, interview, and closing) of the recruitment process. Vigor, enthusiasm, and follow-through are key elements. (MSE)

Reviews projections about the future composition of the workforce and proposes management solutions: be committed, know your employees, make work stimulating, be flexible about schedules, train for diversity, recruit minorities, use older workers, and provide support programs. (SK)

Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i‐deals) can contribute to individual thriving. We contend that possessing development i‐deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high‐quality leader–member exchange will enhance the function of development i‐deals in triggering approach job crafting and subsequent thriving experiences. Results from a two‐wave survey involving 278 managers in a pharmaceutical firm in China and a three‐wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce. [ABSTRACT FROM AUTHOR]

Research interest in thriving at work has burgeoned over the past decades, but little is known about how human resource (HR) practices affect employees' thriving at work. Drawing upon self‐determination theory and person‐organization fit theory, we developed and tested a moderated mediation model to explain how fun HR practices influence employees' thriving at work. The results of two studies, a scenario experiment (N = 164) and a time‐lagged survey (N = 253), supported our hypotheses. Specifically, the findings revealed that fun HR practices relates positively to employees' thriving at work. Autonomous motivation partially mediates the abovementioned relationship. Furthermore, fun HR practices translate into higher autonomous motivation and subsequent thriving at work for employees with higher preference for workplace fun. Our research contributes to the existing literature by identifying fun HR practices as an antecedent of thriving at work and revealing the psychological mechanisms through which fun HR practices affect employees' thriving at work. The practical implications, limitations, and future research avenues are also discussed. [ABSTRACT FROM AUTHOR]

Using an institutional lens, we investigate the isomorphic effects of both external and internal contexts on human resource management (HRM) systems. Our analysis uses data from 4768 organizations across 34 countries to focus on the similarities in HRM systems. By employing distance matrices, a commonly adopted method in geographic science, we find that both external and internal contexts affect (dis)similarities in HRM systems. Organizations in similar environments exhibit more similar HRM systems. Furthermore, we find that the devolvement of HRM activities from HRM to line management reduces the similarity of HRM systems across organizations. By contrast, a strong strategic position of HRM does not yield a comparable effect. Our study's main contributions include elucidating the multifaceted relationship between context and HRM, highlighting the HRM department's role in this relationship, clarifying the context–HRM connection via the concept of isomorphic pressures, and illustrating the use of distance matrices as tool with great explanatory power for the analysis of similarities among HRM phenomena. [ABSTRACT FROM AUTHOR]

We document the size and scope of the industry of for‐profit vendors that now handles a considerable proportion of human resource tasks for individual US employers, a collection we describe as the human capital industry. Outsourcing these tasks changes how the human resources function is executed in ways we describe below. This change should matter to researchers if they are interested in choosing topics that have relevance, and it should also matter to teachers of human resources who want to present an accurate description of practice to students. Aside from the now remarkable size of the HR industry, arguably its most important attribute is its marketing efforts, which now drive the agenda for the field of HR. A concern about that agenda is that it often creates the perception of challenges for management when in practice no evidence of those challenges exists. [ABSTRACT FROM AUTHOR]

Despite the great emphasis organizations and human resource management (HRM) research place on turnover issues, one turnover phenomenon has received only limited attention so far: joint leader–member turnover. This research examines supervisor‐initiated turnover (SIT) (i.e., employees' decision to quit their employer to follow a former supervisor to a new organization) and develops a comprehensive model of the SIT decision process, grounded on conservation of resources (COR) theory, that delineates the resource evaluation, conservation and investment deliberations of employees. We take a relational perspective and particularly focus on the leader–member relationship as an important antecedent of SIT and thereby respond to the call for more critical investigations of leader–member exchange (LMX) and corresponding HRM implications. Our three studies (survey, scenario experiment, and dyadic interview study) demonstrate that LMX positively affects SIT intentions (SITI) and that supervisor commitment represents an important mediating mechanism of the LMX–SITI relationship. Our interview study with 46 leader–member dyads identifies relational factors that promote or hinder SIT beyond the leader–member relationship. We discuss the theoretical contributions and practical implications for HRM. [ABSTRACT FROM AUTHOR]

Research indicates that relationship‐oriented HR practices can increase organizational knowledge, yet we know little about the effects of relationship‐oriented HR practices on employee knowledge management behaviors. Drawing from affective events theory, we examine the indirect effect of participation in one type of relationship‐oriented HR practice (i.e., organizational social activities) on three knowledge management behaviors (i.e., knowledge sharing, knowledge hiding, and knowledge manipulating) via positive affect, as well as the conditional indirect effect of intrinsic motivation for organizational social activities on these relationships. Utilizing a time‐separated field study (n = 163), our analysis reveals positive affect fully mediates the relationship between participation in organizational social activities and (a) knowledge sharing and (b) knowledge hiding, and partially mediates the relationship between participation in organizational social activities, and (c) knowledge manipulating. Most interestingly, we unexpectedly found a positive direct effect of participation in organizational social activities on knowledge manipulation, even though the indirect effect via positive affect was negative. The results also indicate that, for individuals with high intrinsic motivation for social activities, there is a significant indirect effect of participation in organizational social activities on all three knowledge management behaviors. [ABSTRACT FROM AUTHOR]

The article stresses the importance of expanding the quality of critical care pharmacy education to ensure the provision of critical care to patients. Topics mentioned include state of the pharmacy practice, several reasons for providing inconsistent care to patients and the key steps to optimize critical care pharmacy models.

Introduction: Early Head Start (EHS) and Head Start (HS) staff comprise a large segment of the public sector workforce and experience numerous risk and chronic factors for medical conditions or symptoms. Few health and wellness workplace interventions, however, specifically focus on EHS/HS staff. Methods: A train-the-trainer (TTT) approach was used to build capacity among directors and staff from 57 EHS/HS programs on how to strategically plan and implement a health promoting worksite program focusing on improving nutrition and physical activity practices among EHS/HS staff. Baseline and 3-month post-training questionnaires assessed EHS/HS staff changes on knowledge and practices related to nutrition and physical activity. Paired t-tests or chi2 statistics assessed changes in questionnaire responses over time. Results: 1,363 staff from 57 programs completed baseline and follow-up surveys. Staff had high knowledge regarding healthful dietary patterns at baseline. Over one-third of staff reported drinking soda with meals and almost 50% identified soda as their most common drink. Roughly one-third of staff also reported no physical activity in the prior week at baseline. Staff demonstrated significant improvements in dietary, nutrition, and physical activity practices. Staff also improved grocery shopping behaviors. Implications for Practice: The TTT approach to disseminate an EHS/HS staff-focused health promotion program, "Eat Healthy, Stay Active!' provides a potentially promising strategy to build upon and disseminate more broadly to reach the over >300,000 EHS/HS staff workforce. [ABSTRACT FROM AUTHOR]

The Workforce Innovation and Opportunity Act of 2014 (WIOA) authorizes youth-focused workforce development programs such as YouthBuild, Job Corps, and Youth Activities programs, to increase economic self-sufficiency among youth and young adults (YYA). These programs vary in their funding and service delivery structure but all serve YYA with significant barriers to education and employment. The devolution of policy implementation requires research that examines the nuanced ways in which services are implemented and experienced at the community level. Our research studied the implementation contexts of five local youth workforce programs in a metropolitan area of one southern state. Participants included a total of 12 youth-serving staff, and 7 YYA. Data were analyzed using qualitative content analysis. Across providers and YYA categories related to local policy implementation included: (1) recruitment, (2) facilitators of success, (3) barriers to success, with an intersection between YYA's complex backgrounds and experiences, developmental needs, and structural inequities, and (4) opportunities to enhance supports. Overall, our findings indicate that these youth workforce programs might be promoting healthy development, whether or not the design or implementation of such an approach is explicitly mentioned. Further, implementation struggles around funding, staff, and ability to recruit hard-to-reach YYA and to provide intensive support for YYA were noted. Recommendations for policy and practice that support YYA well-being are presented, as well as implications for future research related to local youth workforce program recruitment and service delivery practices. Highlights: Local youth workforce programs provide important connections, services, and skill building activities for youth enduring marginalization. Programs used similar recruitment techniques and noted comparable facilitators and barriers to success. YYA face challenges of lacking transportation and inability to meet basic needs alongside lacking confidence, hope, and social support. Despite facing structural and personal challenges, many YYA participants are driven by a desire to succeed. Additional funding and different outcome measures might help ensure access to resources that enable YYA to meet their basic needs and thrive. [ABSTRACT FROM AUTHOR]

How can human resource management (HRM), as both a scholarly discourse and a corporate strategic function, advance the sustainability agenda? We endeavor to answer this question by drawing together insights gleamed from the emerging sustainable HRM literature. First, we synthesize various conceptualizations and theoretical perspectives on the topic, including frames of reference from strategic HRM, institutional theory and institutional logics, stakeholder theory, and sustainable careers/life cycle theory. Second, we unpack and contextualize the sustainable HRM literature through the lens of international HRM. Third, we consolidate the extant literature and present an agenda for future research, calling for further exploration of topics that are likely to hit the next high wave of generating new strategic HRM insights and sustainable HRM knowledge. [ABSTRACT FROM AUTHOR]

Extant literature has generated limited understanding of whether and how sustainable human resource management (HRM) will lead to better and more sustainable outcomes, such as enhanced employee well‐being and improved employee performance. Moving toward common good values and drawing on the job demands‐resources model, this study theorizes and tests the relationships among sustainable HRM practices, employee resilience, work engagement, and employee performance. The empirical results of a multilevel and multisource study in the Chinese context provide supporting evidence for our theoretical model. The findings demonstrate that sustainable HRM practices positively affect employee resilience, and lead to a high level of work engagement among employees. Employee resilience also has an indirect effect on employee performance through work engagement. This study, with its theoretical and practical implications, reveals a serial mediation mechanism through which sustainable HRM practices contribute to both employee well‐being and employee performance. [ABSTRACT FROM AUTHOR]

Employee proactive pro‐environmental behavior (PEB) has been increasingly emphasized as an essential behavior benefiting the environment and organizational sustainability. Nevertheless, both scholars and practitioners need a fuller yet nuanced understanding of the antecedents and boundary condition of PEB. Drawing from theories of cue consistency and proactivity, we advance an interaction perspective to explain how environmentally specific transformational leadership (ESTL) as guidance and green human resource management (GHRM) as normative practices interact to arouse employee PEB and how three fine‐grained proactive psychological states of green self‐efficacy, environmental self‐accountability, and environmental passion transmit these effects. Two lab experiments constructively offered causal support for our main hypotheses, and a multilevel, multiphase, and multisource field study verified our integrative model and enhanced the generalizability of conclusions. Results indicated that in addition to the direct positive effects, organization‐level GHRM, and individual‐level ESTL also showed a synergy effect in predicting employee PEB. Three differentiated proactive psychological states positively linked the underlying processes, especially in the high‐GHRM context. The findings highlight a multilevel antecedent framework of employee PEB and provide a useful attempt to answer the lingering debate about interactions between leadership and human resource management systems. [ABSTRACT FROM AUTHOR]

Analyzing multiple data sources from a global information technology (IT) consulting multinational enterprise (MNE), this research unpacks the configuration of a digitalized HR ecosystem of artificial intelligence(AI)‐assisted human resource management (HRM) applications and HR platforms. This study develops a novel theoretical framework mapping the nature and purpose of a digitalized AI‐assisted HR ecosystem for delivering exceptional employee experience (EX), an antecedent to employee engagement (EE). Employing the theoretical lenses of EX, EE, AI‐mediated social exchange, and engagement platforms, this study's overarching aim of this article is to establish how AI‐assisted HRM fits into an organization's ecosystem and, second, how it impacts EX and EE. Our findings show that AI‐assisted applications for HRM enhance EX and, thus, EE. We also see increases in employee productivity and HR function's effectiveness. Implications for research and practice are also discussed. [ABSTRACT FROM AUTHOR]

In this article, we use Snell & Morris' (2021) new HR ecosystem framework to empirically examine strategic fit and alignment tensions for knowledge‐intensive organizations and professional knowledge workers. Rich data were collected through in‐depth interviews with 75 members of faculty engaged in knowledge‐intensive work for Business and Management Schools (B&M), and the analysis of strategy documents. The application of the framework enables us to contribute to dynamic capabilities theory and SHRM in four ways. Firstly, drawing on the findings, we propose an adapted HR Ecosystem framework for analyzing knowledge‐intensive organizations, which incorporates tensions across the four subsystems of an HR ecosystem (strategy, capabilities, composition, and cultures). These tensions are shaped by interactions within and between levels (meso, macro and micro) and ecosystems. Secondly, our findings underscore the need for knowledge‐intensive organizations to engage with a plurality of collaborative and competing internal and external stakeholder interests, including those of knowledge workers who constitute key organizational stakeholders. Thirdly, our analysis shows how the views and behaviors of internal organizational stakeholders are affected by ecosystem dynamics within and beyond the physical boundaries of an organization. Fourthly, we reveal how conflicting organizational cultures connect with other HR ecosystem subsystems to constrain collegialism and cohesion. By evidencing how knowledge‐intensive organizations are in a constant flux of alignment and misalignment, the article demonstrates the value of the HR ecosystem framework in examining and informing SHRM in organizations in other industries. [ABSTRACT FROM AUTHOR]

Given the widespread contribution of independent contractors to organizational innovation and competitive advantage, it is timely to reassess assumptions about the HRM practices appropriate to their management and the rationale for organizations to work with them. In the original and highly influential HR architecture model of Lepak and Snell (1999), contractor status is viewed as an outcome of the low value and/or low uniqueness of human capital resulting in the proposition to externalize and manage them using either none or minimal compliance‐based HRM practices. Developments in digital technologies and algorithmic management epitomized by online labor platforms prompt us to reconsider these assumptions and to challenge the proposed links between value/uniqueness of human capital, employment mode and HRM practices that are assumed by the HR architecture model. Using insights from online labor platforms, we argue that the significant benefits to firms of working with contractors, coupled with the possibilities offered by algorithmic management to efficiently monitor and regulate their behavior, provide a compelling reason for organizations to choose external employment modes even when workers are key to value creation. We challenge the alignment and stability of the relationships proposed by the HR architecture model, and offer propositions to extend the model by reconsidering the rationale for, and nature of, HRM practices associated with contractors. This reassessment is both timely and relevant given the growing prominence of business models where externalizing workers is central alongside the development of new forms of algorithmic human resource management to control them. [ABSTRACT FROM AUTHOR]

Disruption in human resource management (HRM) practices necessitates processes of mutual adjustment within the organization that seeks to address these changes properly, overcome tensions, and fit strategic needs. In our single longitudinal case study of a new HRM practice development concerning blue‐collar worker talent management, we examine how HR professionals and managers interact and develop new HRM practices as a response to disruptive work transformation. Considering these interactions from the perspective of HR ecosystem alignment dynamics, we find that both managers and HR professionals engaged in fruitful collaboration processes along three differentiated steps to provide value for the whole organization. We propose a grounded theorizing of HR ecosystem alignment that is based on the progression of successive convergent and divergent phases and introducing collaborative spaces of work. [ABSTRACT FROM AUTHOR]

BACKGROUND: BACKGROUND: Research investigating the implicit bias of employers towards individuals with disabilities emphasizes the importance of increased attention to implicit bias in the workplace. Previous research supports the use of trainings to promote awareness and education of implicit and explicit bias toward people with disabilities among employers. OBJECTIVE: The purpose of the current study was to better understand employers’ stigmatizing attitudes toward individuals with disabilities and develop effective strategies to increase awareness and knowledge related to these negative attitudes. METHODS: Two focus groups of HR professionals were conducted to investigate guidelines and content areas that should be included in training. Data was analyzed using qualitative content analysis (QCA) methodology. RESULTS: Researchers identified four major themes regarding guidelines for training development: 1) educational information on implicit and explicit bias, 2) disability inclusion information and strategies, 3) consideration of multiple learning modalities, and 4) case studies. CONCLUSION: Training interventions incorporating these needs and preferences of HR professionals may more effectively increase awareness of implicit bias in the workplace. Sharing evidence regarding implicit and explicit bias, along with current information on disability inclusion, while using varied instructional strategies may lead to a reduction in disability-related stigma and discrimination in the workplace. [ABSTRACT FROM AUTHOR]

Purpose: This study aims to better understand how to interact with the five generations that currently make up our workforce. Design/methodology/approach: The author bases her article on 8+ years of HR experience and research. Findings: The five generations are more similar than we think. They want many of the same things, but they want them in different ways. Communication is the biggest difference between the groups. Originality/value: The paper will better enable readers to engage workers from multiple generations in their own organizations. [ABSTRACT FROM AUTHOR]

High staff turnover is common within the Australian public mental health workforce, contributing to workforce shortages and ultimately impacting the ability to provide stable efficient, effective, and ongoing optimal care to the community. In this study, we aimed to (a) establish the most pertinent factors associated with increased turnover intention in the public mental health workforce in Australia, and (b) establish whether such factors differ between metropolitan and rural services. We used a cross‐sectional, correlational design using an online survey method. In total, 235 mental health service staff of various disciplines and levels, from four public hospitals in Victoria, Australia participated in the study. We used three feed‐forward multiple regression analyses to assess the study aims. We found that job satisfaction, occupational burnout, and understaffing may be the most pertinent factors to consider regarding turnover intention. Job satisfaction and occupational burnout were factors endorsed across the entire sample, as well as specifically within both the metropolitan and rural services, while understaffing was a pertinent factor regarding turnover intention across the entire sample and for rural services, but not metropolitan services. Our findings regarding the pertinence of job satisfaction, occupational burnout, and understaffing in turnover intention provide key information that may be used to inform interventional targets aimed at reducing attrition from the public mental health workforce in Australia. [ABSTRACT FROM AUTHOR]

Understanding workforce demographics is important to ensure equitable recruitment, training, and retention. Previous studies have reported demographics of the environmental public health workforce; however, demographic data on professionals who conduct retail food regulatory duties are lacking. We conducted a workforce training needs assessment that examined demographic frequencies and associations between demographic factors and job levels. Findings indicate an educated workforce, and a high percentage of respondents self-reported that they were >40 years, White, and female. We also found, however, that female respondents were significantly less likely than male respondents to hold leadership positions, even when accounting for age, years of experience, and education. Our study also shows an underrepresentation of retail food regulatory professionals from diverse racial and ethnic backgrounds. Future training should account for the need to fill experience gaps in the field when current employees retire. Additionally, there is a need to increase the recruitment of diverse professionals while supporting equitable retention and advancement in the field. [ABSTRACT FROM AUTHOR]

Background: Only 62.6% of fellowship‐trained and American Board of Internal Medicine (ABIM)‐certified geriatricians maintain their specialty certification in geriatric medicine, the lowest rate among all internal medicine subspecialties and the only subspecialty in which physicians maintain their internal medicine certification at higher rates than their specialty certification. This study aims to better understand underlying issues related to the low rate of maintaining geriatric medicine certification in order to inform geriatric workforce development strategies. Methods: Eighteen‐item online survey of internists who completed a geriatric medicine fellowship, earned initial ABIM certification in geriatric medicine between 1999 and 2009, and maintained certification in internal medicine (and/or another specialty but not geriatric medicine). Survey domains: demographics, issues related to maintaining geriatric medicine certification, professional identity, and current professional duties. Results: 153/723 eligible completed surveys (21.5% response). Top reasons for not maintaining geriatric medicine certification were time (56%), cost of maintenance of certification (MOC) (45%), low Medicare reimbursement for geriatricians' work (32%), and no employer requirement to maintain geriatric medicine certification (31%). Though not maintaining geriatric medicine certification, 68% reported engaging in professional activities related to geriatric medicine. Reflecting on career decisions, 56% would again complete geriatric medicine fellowship, 21% would not, and 23% were unsure. 54% considered recertifying in geriatric medicine. 49% reported flexible MOC assessment options would increase likelihood of maintaining certification. Conclusions: The value proposition of geriatric medicine certification needs strengthening. Geriatric medicine leaders must develop strategies and tactics to reduce attrition of geriatricians by enhancing the value of geriatric medicine expertise to key stakeholders. See related articles by Ouslander et al., Colenda and Applegate, and Chad Boult in this issue. [ABSTRACT FROM AUTHOR]

The healthcare industry is always susceptible to diverse changes and technology advancements. This mandates that the sector updates its skill set that can help in complying with compliance and regulatory requirements. COVID-19 has added to the complexity by bringing in changes in the working environment, healthcare professionals' perceptions and patients' expectations. It has clearly shown that digital technologies are rapidly revolutionising healthcare and also having an impact on human resources. Talent management in the changing scenario is a must for all organisations looking towards resilience, sustainability and gaining a competitive advantage over others. Purpose: The purpose of the current study is to explore the factors that have influenced healthcare talent management during the pandemic, identify the challenges and put forth a strategy for post-pandemic talent management. Design/Methodology/Approach: A literature-based search for identifying articles related to talent management in healthcare during the pandemic, the challenges and lessons learned has been carried out. Findings: Based on the findings, it is suggested that while traditional ways of human resource planning are still applicable, it is imperative that digital tools be utilised for all activities especially talent management. Digital tools such as electronic medical records, telemedicine, computerised physician order entry systems are becoming an inbuilt culture in healthcare. So, while selecting, developing and retaining talent, the existence of digital skill set, capability to work with the tools or learn and adopt should be considered as a mandatory requirement. [ABSTRACT FROM AUTHOR]

Background: Having a sufficient and well-functioning health workforce is crucial for reducing the burden of disease and premature death. Health workforce development, focusing on availability, recruitment, retention, and education, is inseparable from acceptability, motivation, burnout, role and responsibility, and performance. Each aspect of workforce development may face several challenges, requiring specific strategies. However, there was little evidence on barriers and strategies towards comprehensive health workforce development. Therefore, this review explored barriers and strategies for health workforce development at the primary health care level around the world. Methods: A scoping review of reviews was conducted following the Preferred Reporting Items for Systematic Reviews and Meta-analysis Extension for Scoping Reviews. The article search was performed in Google Scholar, PubMed, Web of Science, and EMBASE. We used EndNote x9 for managing the collected articles, screening processes, and citation purpose. The scoping review included any kind of review articles on the application of health workforce development concepts, such as availability, recruitment, retention, role and responsibility, education and training, motivation, and burnout, with primary health care and published in English anywhere in the world. Based on the concepts above, barriers and strategies for health workforce development were identified. The findings were synthesized qualitatively based on the building blocks of the health system framework. The analysis involved specific activities such as familiarization, construction of the thematic framework, indexing, charting, and interpretation. The results were presented in texts, tables, and figures. Results: The search strategies yielded 7,276 papers were found. Of which, 69 were included in the scoping review. The most frequently cited barriers were financial challenges and issues related to health care delivery, such as workloads. Barriers affecting healthcare providers directly, including lack of training and ineffective teamwork, were also prominent. Other health system and governance barriers include lack of support, unclear responsibility, and inequity. Another notable barrier was the shortage of health care technology, which pertains to both health care supplies and information technology. The most common cited effective strategies were ongoing support and supervision, engaging with communities, establishing appropriate primary care settings, financial incentives, fostering teamwork, and promoting autonomous health care practice. Conclusions: Effective leadership/governance, a robust health financing system, integration of health information and technology, such as mobile health and ensuring a consistent supply of adequate resources are also vital components of primary health care workforce development. The findings highlight the importance of continuous professional development, which includes training new cadres, implementing effective recruitment and retention mechanisms, optimising the skill mix, and promoting workplace wellness. These elements are essential in fostering a well-trained and resilient primary health care workforce. [ABSTRACT FROM AUTHOR]

This research sought to explore the new career approaches of employed students. A comparative analysis was conducted with nonstudent employees to comprehensively grasp the novel career attitudes of working students. The neoliberal era has profoundly reshaped various disciplines, including economics, human resource management, and employment structures. Among these changes, career management has undergone a significant transformation. Conventional organisational careers have been supplanted by new approaches such as boundaryless, protean, subjective career success and kaleidoscope careers. These emerging career paradigms align with the emergence of novel forms of employment. Moreover, in an increasingly liberalised world, the rising costs of education and the growing prevalence of paid education are prompting students to enter the workforce while continuing their studies. The proliferation of companies offering part-time employment, such as private employment agencies, corresponds to an increase in students seeking part-time work. In other words, supply and demand within the part-time labour market intersect more robustly. Furthermore, working students gain valuable experience while employed, shaping the future supply of the labour market. Our research aims to assess the suitability of new career approaches for future workers and contributes to unravelling their complexities. The study also investigates whether employees are students and whether this affects their career approaches. To analyse this research, boundaryless career attitude and professional career attitude scales were utilised as assessment tools. These new career approaches represent innovation in careers. The research dataset comprised responses from 521 working students and 374 nonstudent employees, all of whom were actively employed in Istanbul, the most populous city in Turkey and home to many universities. The data analysis employed a quantitative research methodology using descriptive statistics, factor analysis, correlation analysis, and independent t tests. The findings revealed that working students exhibited significantly greater boundaryless career orientation, organisational mobility, boundaryless mindset, and value-driven career attitudes than did their nonstudent counterparts. The outcomes of this study will make a valuable contribution to the existing body of literature concerning employed students. Furthermore, the findings are anticipated to provide valuable insights into formulating and implementing human resources policies within organisations that engage in student employment practices. By shedding light on the experiences, challenges, and potential areas for improvement in this context, this research aims to inform and enhance the effectiveness of human resource strategies tailored toward working students. [ABSTRACT FROM AUTHOR]

This article discusses the importance of promoting health equity in the U.S. workforce, particularly in relation to COVID-19 and cardiovascular disease. It highlights the economic and social costs of health inequities and introduces the Health Equity in the Workforce initiative led by the American Heart Association. The initiative aims to improve health outcomes for 10 million U.S. workers by 2025 through strategic relationships, empowering employers, embedding in communities, measuring impact, and recognizing achievement. The article also discusses the efforts of the American Heart Association, Deloitte Health Equity Institute, and the SHRM Foundation in addressing health disparities and promoting diversity and inclusion. These organizations provide actionable strategies for employers to prioritize health equity in the workplace and believe that it is essential for creating a healthier and more equitable future for all. [Extracted from the article]

A persistent challenge with health-worker migration is the inequities it creates. To minimize these inequities, systems of global governance of health-worker migration have arisen which include various global codes of practice, agreements and reporting requirements. Reporting that is rigorous, open and transparent, and subject to scrutiny from the public, researchers, civil society organizations and other interested stakeholders, is important. One element of these codes and agreements with perhaps the greatest potential to deal with the impact of health-worker migration is more robust planning of the health workforce to address the goal of self-sufficiency. Open platforms for data sharing enable engagement of the public and stakeholders with data on the distribution and national origin of health workers and reveal policy strengths and weaknesses related to health-workforce planning. We explore recent policies directed at reducing the inequities from health-worker migration. While many of the examples used focus on nurses and doctors, the issues discussed are relevant to all cadres of internationally trained health workers. [ABSTRACT FROM AUTHOR]

Current evidence suggests understaffing is related to poor quality and missed care in a global context, but this relationship is complex. There is also a research gap for quality in mental health care in the United Kingdom that includes a wider set of patient outcomes. This paper aims to investigate RMN's perception of quality of care on their last shift, their self‐reported reasons for compromised care and potential impact on patient outcomes. A mixed methods approach, we used descriptive statistics to create a framework within which to qualitatively analyse data from the 2017 Royal College of Nursing (RCN) employment survey to consider the complex relationship between understaffing and care quality. We established three themes: 'Understaffing', 'Professional Code Expectations and Moral Distress' and 'Management'. In line with the current evidence; lack of resources and understaffing were consistently present throughout. Nurses also felt pressure from the Nursing and Midwifery Council (NMC) code of conduct which in turn instilled shame and fear for their registration when they were unable to achieve the standards expected. This was further exacerbated by poor management and supervision; leading nurses to reflect on poor outcomes for patients which compromised not only legal rights but safety of patients and staff alike. We conclude that focusing on staffing numbers alone is unlikely to improve care quality. [ABSTRACT FROM AUTHOR]

The Problem: Organizations struggle to find effective ways to identify needs and consequently develop the leadership skills of leaders. At the same time, veterans are entering the civilian workforce with significant, valuable non-technical leadership skills that are rarely studied as leadership attributes. As a result, there is scant research on the contribution of leadership attributes from military leadership. The Solution: This article will introduce the Be-Know-Do framework used in the U.S. Army's leadership development program. The premise of the model is that when the attributes and competencies of the leader are developed, organizational results will be produced through the people they lead. The Stakeholders: Human resource development (HRD) scholars and practitioners, human resource management (HRM) practitioners, professionals, and trainers [ABSTRACT FROM AUTHOR]

A recent cross-cultural study suggests employees may be classified, based on their scores on a measure of work ethic, into three profiles labeled as "live to work," "work to live," and "work as a necessary evil." The present study assesses whether these profiles were stable before and after an extended lockdown that forced employees to work from home for 2 years because of the COVID-19 pandemic. To assess our core research question, we conducted a longitudinal study with employees of a company in the financial sector, collecting data in two waves: February 2020 (n = 692) and June 2022 (n = 598). Tests of profile similarity indicated a robust structural and configural equivalence of the profiles before and after the lockdown. As expected, the prolonged pandemic-based lockdown had a significant effect on the proportion of individuals in each profile. Implications for leading and managing in a post-pandemic workforce are presented and discussed. JEL CLASSIFICATION: M12 [ABSTRACT FROM AUTHOR]

Background & Aims: The early theorists of the paradox, using philosophy and psychology, have proven the greatest challenge for managers today is the effect of managing the paradox and understanding the individual's approach to tensions on the development of people's comfort. They know the solution. These people are looking for a temporary solution while the underlying tension is likely to remain and will return. On the other hand, some others accept tensions as normal and even embrace them. And they guide them by taking actions that are successful in the term of paralysis. Because they have to quickly adapt to new technologies and work methods to maintain their efficiency. With the paradox point of view about the sustainability of organizations, the tensions between desirable and at the same time interdependent and sometimes contradictory goals of sustainability such as environmental protection and social welfare are clearly exchanged. And by accepting such tensions, a paradoxical attitude enables decision makers to achieve competitive sustainability through achieving goals simultaneously. So; Applying the appropriate strategy to curb and simultaneously present dualities in the university by injecting dynamism, agility in human resources, capabilities and the normal flow of affairs will bring about vast and radical changes in the system. Therefore, the researcher seeks to find out what is the role of paradox control cognitive strategy on the sustainability of human resource agility? Methods: In terms of descriptive method, the current research was a survey type, which was conducted with a mixed method (qualitative and quantitative). The statistical population of the professors of Azad University of Mazandaran province is 10 people who are experts in the field of research and have a doctorate degree (educational management and higher education, public administration with a focus on human resources management, business management with a focus on strategic management), scientific rank. Associate professors and above, with an educational experience of more than 10 years, and having three articles on the subject of the research were identified and their opinions were used in the qualitative section. In the quantitative part, the statistical population includes all heads and vice-presidents of units, heads of faculties, heads of departments, officials of affairs (administrative, financial, educational, student and research) in 13 units of the Islamic Azad University of Mazandaran province with different academic degrees. In the academic year 2018-2019, there were 341 people whose opinions were used in a small part. Also, after carrying out the qualitative phase of the research and applying the results to the proposed primary model, to determine the components of each of the variables and items in the design of the questionnaire based on the secondary model, from the researches studied and the standard questionnaires based on this researches; It was presented, it was used, and finally, the quantitative part of the questionnaire was presented. Results: The results confirmed the role of paradox control cognitive strategy on the sustainability of human resource agility and also identified four components of individuality, occupational health, stress and emotional intelligence in the dimension of cognitive strategy. Conclusion: Finally, one of the major goals of the university, the era of management has come to an end through the logic foreseen in advance. In these conditions, chaos and disorder causes extensive and radical changes in the organization, traditional methods are no longer responsive; Therefore, the higher education system and universities need forms of agility. And one of the characteristics of an agile university is that it is sensitive to environmental changes and has the necessary speed to adapt to changes; Therefore, according to the central role of universities in human development, in strengthening and expanding culture, increasing self-awareness and self-confidence of society, its management system should be sensitive to the paradoxes and tensions caused by it and in line with solving human problems. be accountable; One of the features that can be helpful to managers and employees in responding to changes is the cognitive strategy of controlling the paradox that human resources can achieve productivity, satisfaction, and commitment at the same time as organizational goals. [ABSTRACT FROM AUTHOR]

An analysis of the peculiarities of human resources management process implementation at domestic enterprises under conditions of the russian-Ukrainian war is presented in the article. A study of the main factors influencing on the enterprises’ personnel functioning and development is carried out. It is determined that the most negative one is the military and political situation in the country. A significant number of challenges and problems, affecting the efficiency of human resources management is identified, in particular: the necessity to ensure the personnel's physical safety, mobilization of qualified workers for the purpose of country defense, the gradual release and optimization of human resources, an insufficient number of active qualified labor force, a significant deterioration of social and psychological climate within collectives, deformation of communication and reduction in the efficiency of the management system, low (absent) level of readiness for staff inclusion, etc. In addition, it is determined that despite the current situation in the country, it is important and necessary to adjust the personnel management approach to the social norms of Western countries in the process of European integration processes. To increase the efficiency of human resources management and improve the psychological climate at the enterprise, some measures are suggested, aimed at providing psychological support and rehabilitation of employees: introducing flexible work schedules, programs for professional development and increasing the personnel qualifications, strengthening the motivation system through new approaches, using modern information technologies to optimize personnel management, active involvement of external experts to provide advisory assistance on issues of personnel management in wartime, etc. Emphasis is put on the necessity to develop and implement existing professional programs for veterans of war readaptation and resocialization, including the ones at workplaces. It is noted that only a comprehensive approach to the implementation of the above-mentioned measures makes it possible to ensure an efficiency increase of the enterprises’ human resources management systems, which as a result, will have a positive impact on the economic situation in the country. [ABSTRACT FROM AUTHOR]

The article discusses the Digital Platform Workers' Rights Act 2022 in Canada and its impact on platform workers. It highlights the growth of platform work in Canada and the need for regulation to protect the rights of platform workers. The Act establishes rights for platform workers and addresses issues related to their classification and working conditions. However, there are concerns about the effectiveness of the Act, particularly regarding data transparency, determinacy, and the substance of the rights outlined. The article also acknowledges the challenges and complexities surrounding the classification of platform workers and the need for further research to understand their experiences. Overall, the Act is seen as a step in the right direction, but its effectiveness depends on the development of appropriate infrastructure for asserting claims and resolving disputes. [Extracted from the article]

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