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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]

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]

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]

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: 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]

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]

The article discusses the challenges and innovative strategies of establishing Mental Health and Well-being Locals in Victoria, focusing on the Benalla, Wangaratta, and Mansfield (BWM) Local. It highlights the importance of marketing, partnering with national organizations, and defining roles to recruit and maintain a rural mental health workforce, thereby improving mental health outcomes in rural communities.

We designed a cross-sectional study for environmental health (EH) professionals in Montana as a follow-up to a needs assessment conducted in 2020 by the Montana Public Health Workforce Development Group. A 57-question survey was developed to deepen the understanding of the profession regarding demographics, work status and position, education and licensure, work prior to and during the COVID-19 pandemic, professional preparation and continuing education, job satisfaction, recruitment and retention, and emerging issues. The survey was administered electronically in 2022 to all health departments in Montana and had a 74% response rate. The results revealed that most EH professionals in Montana are predominately White. Respondents reported being adequately trained but highlighted that additional training would be beneficial. Job-related stress, staffing levels, and salary levels were identified as areas of concern. Furthermore, respondents reported that they are otherwise fulfilled by the purposeful nature of their jobs. Our study was successful in capturing an updated view of the challenges facing EH professionals in Montana. Using these findings, the Montana Environmental Health Association and the Montana Public Health Training Center are developing training solutions for these professionals. [ABSTRACT FROM AUTHOR]

The majority of the extant research on human resource management (HRM) draws conclusions based on evidence from for‐profit organizations. In response to calls for the exploration of HRM in different contexts, this study focuses on understanding HRM in the context of social enterprises. The unique context of social enterprises and their unique workforce raise questions about the direct applicability of frameworks developed from examining HRM in for‐profit organizations. The narratives provided by 20 CEOs, HR directors, and managers of social enterprises in the United Kingdom highlight the importance of "ethics of care" as the core of the HRM‐related decisions in the "third sector." In addition, we identify five distinct workforce categories and propose a typology of differentiated HRM systems that enable social enterprises to achieve their dual mission. Finally, we propose a "virtuous circle" model, highlighting "ethics of care" as the main driver for organizational outcomes, using differentiated HRM systems that better serve their needs. [ABSTRACT FROM AUTHOR]

Faced with competitive labor markets, firms increasingly use employer branding to build a qualified workforce and engage their employees. However, our understanding of the impact of employer branding orientation on firm performance and the theoretical firm‐level mechanisms underlying this potential impact is very limited. To address this gap, we integrate brand marketing theory with human resource management (HRM) research to develop a model explicating how employer branding orientation is linked to firm performance through a dual route by enhancing both recruitment efficiency (i.e., external route: applicants) and positive affective climate (i.e., internal route: incumbent employees). The results of a multisource study (i.e., top management, human resource managers, employees) with 93 firms show employer branding orientation is positively related to firm performance through positive affective climate but not recruitment efficiency. Using a brand equity approach to HRM, our results advance the literature by demonstrating the generalizability of employer branding effects independent of concrete brand attributes and explaining the firm‐level mediating mechanisms linking it to firm performance. [ABSTRACT FROM AUTHOR]

Purpose Over the past decade there has been increased attention on the need for highly skilled and trained pharmacy technicians; however, few best practices to assist health-system pharmacies in meeting technician workforce challenges have been identified. These challenges have been further revealed since 2019 through rising inflation, increased cost of living, and competing opportunities for skilled technical workers. This article describes an 18-hospital academic health system's experience implementing an innovative pharmacy technician career structure focused on increasing pharmacy technician engagement as well as improving recruitment and retention. Methods Prior to creating a new career structure, the department of pharmacy had one development track for pharmacy technicians, which included only 2 nonsupervisory job titles. Due to recruitment, retention, and employee engagement challenges, the department of pharmacy, in collaboration with the human resources department, developed a new pharmacy technician structure that included 3 pharmacy technician tracks and 4 nonsupervisory levels. Outcomes collected to determine the success of the program included pharmacy technician engagement survey scores, annual voluntary turnover rate, rolling 12-month voluntary turnover rate, monthly vacancy rate, and average years of service at termination. The monthly discharge prescription capture rate was also measured to support efforts to keep the cost of the new structure budget neutral. Conclusion The change in career structure assisted in the improvement of each outcome identified. The close collaboration of the departments of pharmacy and human resources can lead to positive solutions of national problems and have a sustained impact on department operations. [ABSTRACT FROM AUTHOR]

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The purpose of this article is to provide an overview on the state of research in the field in human resource management (HRM) issues in multinational corporations (MNCs) in and from China. We integrate previous studies from multiple disciplines to articulate the contextual importance of research on this topic, and suggest overarching themes to expand the field of research. HRM research in the intercultural, interinstitutional context of MNCs in and from China has the potential to provide contextualized insights for longstanding debates in the field such as HRM standardization versus localization and convergence versus divergence and contextual factors behind these patterns. To this end, we call for future research to center on the changing cultural, institutional, technological, and globalization context in understanding HRM and industrial relations issues in these MNCs. Practically, knowledge in this area can help global managers and top management teams in multinational organizations navigate various context complexity, foster more productive coordination and cooperation across borders, and gain legitimacy and MNCs in and from China additional competitive edge in the global marketplace. [ABSTRACT FROM AUTHOR]

The article presents the discussion on negative impacts on nearly all aspects of clinical trials operations. Topics include some sites curtailing new enrollment across all studies or at least for studies being not as economically sustainable as others; and limited availability of qualified research staff where sites replacing research coordinators with individuals without clinical research experience.

The article considers the role of simulation-based learning in delivering a modern workforce, focusing on the benefits offered by a simulated approach, while considering some of the main issues in the healthcare sector in the United Kingdom (UK). Topics discussed include benefits of simulation, opportunity provided by the regular use of simulation in clinical practice, and importance of staff wellbeing to staff retention.

Evidence of doulas' positive impacts on maternal health outcomes, particularly among underserved populations, supports expanding access. Health workforce-related barriers challenge the development of robust doula services in the United States. We investigated organizations' barriers regarding training, recruitment, and employment of doulas. We conducted literature and policy reviews and 16 semi-structured interviews with key informants who contribute to state policymaking and from organizations involved in training, certifying, advocating for, and employing doulas. Our study shows barriers to more robust doula services, including varying roles and practices, prohibitive costs of training and certification, and insufficient funding. This study underscores the importance of doulas in providing support to clients from underserved populations. Health workforce-related challenges remain, especially for community-based organizations seeking to serve underserved communities. [ABSTRACT FROM AUTHOR]

The article focuses on the reliance of the National Health Service (NHS) on international recruitment to address workforce shortages, emphasizing the growing proportion of internationally educated nurses and midwives in the British healthcare system. Topics include the scale of international recruitment in healthcare, regional disparities in reliance on international staff, and the strategic investment in training, development, and retention efforts to ensure a sustainable healthcare workforce.

In this article, we explore what determines the decisions of emerging-market multinational corporations (MNCs) to invest in Africa and whether this is any different from their counterparts in mature markets, focusing on the HRM context. More specifically, we explore the effect of potential host-country wages, local capabilities, and the relative rights of owners versus workers on foreign direct investment (FDI) decisions, as well as other relevant factors such as mineral resources and corruption. We found that emerging-market MNCs were not deterred by relatively weak property owner rights (as indeed, was also the case for their counterparts from mature markets); hence, any weakening of countervailing worker rights is unlikely to unlock significant new FDI. However, emerging-market MNCs were more likely to invest in low-wage economies and did not appear to be concerned by local skills gaps; the latter would reflect the relative de facto ease with which even partially skilled expatriate labor can be imported into many African countries. At the same time, a reliance on low-wage, unskilled labor, coupled with the extensive usage of expatriates, brings with it a wide range of challenges for the HR manager, which a firm committed to cost-cutting may lack the capabilities to resolve. © 2014 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

We investigated managerial perceptions of the STEM workforce by surveying over 1,000 managers and executives across five southeastern states that comprise the Tennessee Valley Corridor. We explored their views on the supply of STEM workers in their states, their predictions regarding the demand for STEM workers 12 months out, and their views on how their organizations would be impacted if they could not fill open positions in the short- and longterm. Using open-ended items and textual analysis, we studied the managers' and executives' views on the challenges affecting their states' supply of STEM workers and on the significant challenges affecting their organizations' recruitment of STEM workers. Lastly, we considered their assessments of their organizations' human resource management practices that relate to securing and maintaining a STEM workforce. Results indicate that our managers and executives are challenged by sustaining a STEM pipeline in their states, including the educational components and the economic factors, such as competitive wages. Certain industries reflected stronger results across the empirical questions. Other implications for sustaining a quality STEM workforce are presented. [ABSTRACT FROM AUTHOR]

Recruitment and selection are critical components of human resource management. They influence both the quantity and quality of the healthcare workforce. In this article, we use two different examples of primary care workers, General Practitioners in the UK and Community Health Workers in low- and middle- income countries, to illustrate how recruitment and selection are, and could be, used to enhance the primary care workforce in each setting. Both recruitment and selection can be costly, so when funding is limited, decisions on how to spend the human resources budget must be made. It could be argued that human resource management should focus on recruitment in a seller's market (an insufficient supply of applicants) and on selection in a buyer's market (sufficient applicants but concerns about their quality). We use this article to examine recruitment and selection in each type of market and highlight the interactions between these two human resource management decisions. Recruitment and selection, we argue, must be considered in both types of market; particularly in sectors where workers' labour impacts upon population health. We note the paucity of high-quality research in recruitment and selection for primary care and the need for rigorous study designs such as randomised trials. [ABSTRACT FROM AUTHOR]

In this article, our point of departure is the 'compassion crisis' in the National Health Service in the UK and the initiatives introduced in the aftermath of scandals that were intended to strengthen healthcare professionals' ability to show compassion. We look at the two main strategies, which we term the 'recruitment and staff development strategy' and the 'amelioration of the quality systems strategy' and the debate that has arisen related to them. Based on this analysis, we question whether compassion really is a helpful concept to understand the crisis and hence to underpin relevant strategies. We introduce the concept of discretion as an alternative and better concept to comprehend the situation. One of the benefits of the concept of discretion is that it clarifies how problems can be addressed, both as structural problems and as epistemic problems and how these aspects are intertwined. It also helps us to see how solving these problems is complicated and demands comprehensive, in-depth approaches, involving formative aspects related to healthcare education, as well as development of new healthcare policies. [ABSTRACT FROM AUTHOR]

The article discusses the unique and shared challenges that face health visitors (HV) working in England, Northern Ireland, Scotland, and Wales, as of February 2019. Topics covered include their common practice ethos and training programme standards, their individual governments' differing approaches to HV, and their differences in the number of HV-family meaningful interactions and in HV funding delivery and organisation. Also noted is the status of HV services in the four countries.

In line with the conventionalist works on recruitment and intermediation in the labor market, this article argues that, in order to shape uncertainty about the quality of matching, recruitment channels used by firms rely on "investments in forms." The first investment corresponds to the definition of the boundaries of the labor market (i.e., the outline of the labor supply from the firm's point of view); the second one corresponds to the format of information (i.e., the "standard" or "personalized" language used by channels to convey information). The firm's resort to a given channel is explained by its internal organization and its valuation of what is a good applicant (depending on its "labor quality convention"). By crossing-over the two types of investment in forms, we distinguish four matching dynamics. Each type of dynamics is illustrated by examples coming from a qualitative survey of recruitment practices in four French service oriented sectors. [ABSTRACT FROM AUTHOR]

Workforce localization (WL) has become an issue of increasing importance in the Arab Gulf region, a key emerging market, where, in many cases, local citizens are the minority in terms of population, and compete with high numbers of expatriate employees for jobs and positions. The purposes of this paper are to empirically explore recruitment and selection (R&S) challenges and practices related to WL in the UAE, and to compare and contrast these between private and public sector organizations. This paper adopts a qualitative, inductive methodology. Data were collected using semi-structured interviews with HR/Localization managers in five private (PVO) and six public organizations (PSO) in the UAE, in different industrial sectors. Data were analyzed using NVivo 10 software. First, we found that both PVOs and PSOs face six common challenges related to the R&S of local candidates: 1) the lack of relevant education, skills and experience of Emirati Applicants (EA), 2) their high compensation expectations, 3) their lack of business, industry and career awareness, 4) competition from other employers, 5) some sector- and job-person fit considerations and 6) resistance from expatriates. Second, we found that both PVOs and PSOs have dedicated recruitment methods to attract EAs. Both PVOs and PSOs developed and communicated employee value propositions for EAs, used proactive, targeted, diversified internal and external recruitment methods, and evaluated the effectiveness of their recruitment practices, using established quantitative and qualitative measures. We found some differences between PVOs and PSOs: PSOs tended to reserve specific positions for local employees, used more targeted external recruitment methods and more numerous effectiveness evaluation measures than PVOs. Third, at the selection stage, we found that all organizations reviewed their job descriptions and selection processes to avoid any discriminatory items, most of them organized inclusive, culturally trained staffing committees. Most of the PSOs intensively modified their selection processes (e.g. using modified screening, selection criteria and standards, and selection steps) to facilitate WL, whereas PVOs only modified experience requirements for EAs. Both PVOs and PSOs used similar testing, interviewing processes and effectiveness evaluation measures, although PSOs generally utilized a greater range and number. While our findings on R&S practices showed similarities between PVOs and PSOs, they also highlighted a number of differences. This paper contributes to expanding the scope of understanding of the staffing processes in a non-Western context, adding to the body of empirical literature on localization, R&S, and public sector HRM in the Arab Middle East and Gulf countries. Implications for further research, practitioners and policy makers involved in WL are discussed. JEL Classifications: J200, J24, J230, M100, M12, M51 [ABSTRACT FROM AUTHOR]

This article proposes a four-cell typology of career systems, reflecting two critical dimensions along which firms choose a staffing strategy, supply flow and assignment flow. We suggest that this typology reflects, in a human resources context, the different choices firms make in managing their overall strategy. The career systems profiles that follow from the typology both describe and predict the composition of a company's work force. [ABSTRACT FROM AUTHOR]

Aspects of corporate image, or the image associated with the name of an organization, and recruitment image--the image associated with its recruitment message--were studied. Data collected from five student groups indicate that the image of an organization is related to the information available about it. Additional results are that different external groups only moderately agree on ratings of corporate image, potential applicants have different corporate and recruitment images of the same organizations, and corporate image and recruitment image are significant predictors of initial decisions about pursuing contact with organizations. [ABSTRACT FROM AUTHOR]

Correlates of the "contrarian" investment strategy of countercyclical hiring were investigated through the use of regression models that explain variance in four measures of such hiring at the individual company level. Variables positively related to countercyclical hiring include human resource planning efforts focused on avoiding personnel shortages, maintaining a regular age distribution among managers, employee development and career planning, company financial performance, and the quality of applicants hired during downturns. As expected, cost considerations are negatively related to the extent of countercyclical hiring, as is maintaining a regular age distribution among professionals. An unexpected finding is that percentage changes in the employment of managers and professionals are inversely correlated. [ABSTRACT FROM AUTHOR]

Past efforts to relate the management of human resources to a firm's business strategy have taken three approaches: matching managerial style or personnel activities with strategies, forecasting manpower requirements given certain strategic objectives or environmental conditions, and presenting means for integrating human resource management into the overall effort to match strategy and structure. In this article, the literature on each of these approaches is reviewed, and a typology is presented that posits a reciprocal interdependence between a firm's business strategy and its human resources strategy Implications for research and practice are discussed. [ABSTRACT FROM AUTHOR]

This paper draws attention to the relevance of factors in both the external and internal environment on organizational efforts to incorporate the disadvantaged into the workforce. Of particular importance to the success of such endeavors is an awareness of the differences which arise from institutional affiliation. Institutional differences exert a major influence on policies and procedures relating to manpower planning, e.g., recruitment, selection, and training. [ABSTRACT FROM AUTHOR]

To assess perspectives of US community-based palliative care program leaders on staffing, recruitment, and training, a qualitative descriptive study was conducted. Leaders (n = 20) from academic medical centers, large integrated and community health systems, home health and hospice organizations, and the Veterans Administration were recruited. Three major categories emerged that influence community-based palliative care workforce team composition across settings: (1) staffing models and recruitment are influenced by setting and workforce experience, (2) training varies by setting, and (3) demand exceeds supply of trained workforce. Participants described a hybrid approach used in academic and community settings to complete an interdisciplinary team by leveraging social work and chaplaincy from inpatient departments and home health and hospice. Physician-led interdisciplinary teams in academic settings and teams more often led by nurse practitioners in community settings were reported. Community program leaders expressed the desire to recruit nurses with home health and hospice experience because of the ability to work independently. Training was described as more often on-the-job in community settings. Turnover related to the lack of a properly trained workforce was described as one of the biggest barriers to palliative care development. [ABSTRACT FROM AUTHOR]

The world's construction industry is facing an acute labor shortage. As a mature economy in Asia, Hong Kong is experiencing the same grim situation. This paper identifies different generations' perceptions of freedom-related work values in the construction sector in Hong Kong. Opinion surveys were conducted to identify how construction workers, trainees, and high school students would view a "No-Saturday-Site-Work" policy. This initiative was proposed to address the acute labor shortage and aging problems. Logistic regression was used. It was found that the younger generation places more emphasis on having Saturday off than on money. Although older construction workers tend to have more concerns over income, younger construction trainees would want to see the initiative implemented. For high school students, age has an indirect but strong effect on their perception of the initiative through the variable of whether they plan to join the industry. The case of Hong Kong illustrates the need to know what the younger generations want before effective recruitment strategies and policies can be devised. The authors' results would provide the industry worldwide with some insights into addressing the aging labor problem. [ABSTRACT FROM AUTHOR]

Human resources hold a key position in the economic development. The real strength of the country and its institutions depends upon the capabilities of their people. Only dynamic employees can build dynamic organizations. Human Resource Development has gained prominence and focus in management especially in the 21st century. Moreover, human resources being the most significant and active factor of production, and also considered the centre area of a development processes of the economy. The great Chinese sage Chung Tree said as long back as in the 7th Century BC : "if you wish to plan for a year sow seeds: If you wish to plan for ten years, plant a tree and if you wish to plan for a lifetime, develop men. Adam smith, Karl Marx and several classical and modern economists have emphasized the importance of human resources and focused on labour dexterity and skill development. In the Indian concept of HRD, education and culture constitute the core of the strategy. However, it is not education in the narrow sense of schooling, but a broad concept encompassing health, nutrition, employment, science and technology, equality and special attention to weaker groups, education being used as an instrument of people development and access to opportunities and facilities in all these areas. In this sense the core concept of HRD as used in India is not as widely divergent from that in Jakarta Declaration on HRD as might appear prima facie. This will become clear in subsequent content when we consider instrumentalities of implementation and programme content. [ABSTRACT FROM AUTHOR]

Aim This paper seeks to identify gaps within nursing collective agreements for opportunities to implement practices to sustain the nursing workforce. Background Since the majority of nurses in Canada are unionised, some of the strategies recommended in the literature to cope with nursing shortage may not apply to unionised nurses, making collective agreements a potential source for designing practices that can mitigate the impact of ageing nurses. Method Nine major collective agreements for registered nurses in each province governing the nursing employment relationship were analysed to see if different practices were already addressed in the collective agreements. Results Five such practices were identified, including: providing more mentorship opportunities; encouraging nurses who are eligible to retire to remain in the nursing workforce; attracting internationally trained nurses; implementing operational changes that include process improvements or new technologies; and empowering nurses through flexibility in work schedules. Conclusion If collective agreements are silent in any of the strategies identified in the literature, health-care organisations can adopt these practices without violating the collective agreements. Implications for nursing management Non-unionised health-care organisations can also benefit from learning about these policies and practices to assist in managing and sustaining an ageing nursing workforce. [ABSTRACT FROM AUTHOR]

Aim To illustrate the need for and suggest strategies that will enhance sustainable management of a large intensive care unit ( ICU). Background The challenges faced by intensive care nursing in South Africa are well documented. However, there appear to be no strategies available to assist nurses to manage large ICUs or for ICU managers to deal with problems as they arise. Methods Data sources to illustrate the need for strategies were challenges described by ICU managers in the management of large ICUs. A purposive sample of managers was included in individual interviews during compilation of evidence regarding the challenges experienced in the management of large ICUs. The challenges were presented at the Critical Care Society of Southern Africa Congress held on 28 August to 2 September 2012 in Sun City North- West province, South Africa. Results Five strategies are suggested for the challenges identified: divide the units into sections; develop a highly skilled and effective nursing workforce to ensure delivery of quality nursing care; create a culture to retain an effective ICU nursing team; manage assets; and determine the needs of ICU nurses. Conclusion ICUs need measures to drive the desired strategies into actions to continuously improve the management of the unit. Future research should be aimed at investigating the effectiveness of the strategies identified. Implications for nursing management This research highlights issues relating to large ICUs and the strategies will assist ICU managers to deal with problems related to large unit sizes, shortage of trained ICU nurses, use of agency nurses, shortage of equipment and supplies and stressors in the ICU. The article will make a contribution to the body of nursing literature on management of ICUs. [ABSTRACT FROM AUTHOR]

It has become increasingly common to hear a business case for wellness that emphasizes the benefits of having a healthy workforce. This is essentially the sameas the case for employers to train their workers; training a worker and investing in the health of theworker both represent a productivity-enhancing investment in theworker by the firm. The problemis that theemployer frequently fails to capture the returns on the investment. A healthier or better-skilled worker can command a higher wage and threaten to leave the firm making the investment. This risk of failing to capture the gains from investment produces underinvestment in skills and, by the same mechanism, should produce underinvestment in workforce wellness. We further divide wellness into positive and negative policies: Positive wellness is an investment, expenditure on the workforce in expectation of future increased returns, or perhaps better recruitment and retention. Negative wellness is an effort to reduce the wage bills associated with ill health with, for example, co-pays.Most stable andmeaningful employer wellness programs are likely to be negative wellness programs that reduce the effective wages of the sick. [ABSTRACT FROM AUTHOR]