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For workers living with a disability, pathways to sustainable employment in the open labour market are inhibited by barriers operating at different structural and societal levels. The culture of Australia's government employment services has applied a 'work-first' approach that emphasises finding people employment rather than supporting the acquisition of skills and education. The net effect of this approach is the preferencing of short-term employment solutions, with a focus on individual behaviour or so-called resilience and an emphasis on personal responsibility instead of addressing structural issues. In this paper, we explore how people with disability can be supported in finding employment through a shared resilience approach offered by a Work Integration Social Enterprise (WISE). We suggest that WISEs can provide the conditions for shared resilience by developing and sustaining networks needed to generate hybrid pathways to work and by role modelling inclusive work conditions in the open labour market. [ABSTRACT FROM AUTHOR]

Research Summary: This article investigates how job seekers' perceptions of an employer's formal hierarchy affect the size and gender composition of its applicant pool. Building on the literature on gendered organizations and organizational design, we develop opposing perspectives on these relationships. To arbitrate between these perspectives, we first conduct a field experiment in partnership with a hiring firm. We find that featuring a flatter hierarchy in recruiting materials does not significantly affect the size of the applicant pool, but significantly decreases women's representation within it. Our follow‐up survey experiment identifies several potential mechanisms (e.g., perceptions of career progression, informality, workload, and fit). Our findings imply that firms' growing tendency to adopt flatter hierarchies could inadvertently undermine efforts to attract a greater proportion of women applicants. Managerial Summary: Using a pair of labor market experiments, this study finds that characterizing a hiring firm's hierarchy as "flatter" with fewer management levels reduces women's representation in the applicant pool. We show that this decrease in the share of women applicants is likely driven by the fact that women, compared to men, perceive flatter hierarchies as more likely to present difficulties in fitting in, burden them with more work, and provide fewer opportunities for career progression. These findings suggest that, to mitigate workplace gender segregation, organizations with flatter structures may benefit from de‐emphasizing their organizational hierarchies in recruitment efforts. Moreover, companies should consider how their organizational attributes contribute to fostering a more inclusive work environment. [ABSTRACT FROM AUTHOR]

The technology development of society has a strong impact on the labor market. The use of artificial intelligence leads to changes in the requirements for occupying certain professions, the elimination of same positions, as well as the appearance of new professions. This necessitates changes in the organizational structure and job design. Also changing are the requirements for employees who must acquire new knowledge and develop skills to be able to occupy certain professions. The turbulent business environment also requires organizations to be able to identify emerging trends and quickly respond to these new demands in order to stay in the market. It is here that to stay “in the game” analysis is needed, which projects future trends using artificial intelligence. [ABSTRACT FROM AUTHOR]

Does the public hold government to a higher standard than private for-profit and nonprofit organizations? Building upon behavioral public administration work on blame attribution, we also examine the role of functional responsibility and causal responsibility. We conduct a timely experiment to examine who the public blames for the death of nursing home residents due to a coronavirus outbreak. We vary two conditions: the presence of a staffing shortage and the sector of the nursing home. Regardless of sector, we find the public attributes greater blame to the management, the superintendent and board, and less blame to staff in the case of a staffing shortage. We find no evidence of anti-public sector bias for levels of blame. Findings illustrate how messaging about a shortage, a functional responsibility of management, shifts blame up the organizational hierarchy. Findings highlight the need for organizational capacity to cope with crises and accountability to ensure social equity. [ABSTRACT FROM AUTHOR]