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George W Taylor Professor of Management Director of the Center for Human Resources Peter Cappelli: Ed465 099 - Social Capital and Retraining Policies - Livres de poche
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their wor… Plus…
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references., Politics & Government<
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their wor… Plus…
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references., Politics & Government<
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, th… Plus…
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references. used books,books Books, BiblioBazaar<
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, th… Plus…
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references. Books > History > Politics List_Books<
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Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their wor… Plus…
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references., Politics & Government<
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their wor… Plus…
Paperback, [PU: Bibliogov], The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references., Politics & Government<
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, th… Plus…
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references. used books,books Books, BiblioBazaar<
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, th… Plus…
The question of why some employers opt to lay off current workers and hire new workers with different skills while other employers retrain and retain their workers was examined. First, the literature on employer-provided training and the role of social capital in the workplace was reviewed. Next, data from a 1994 national employers survey of firms in the manufacturing sector with more than 100 employees (of the 4,633 eligible establishments contacted, 3,358 (73%) responded) were analyzed to test the following hypotheses: (1) retraining should be more common where employers use work systems that rely on social capital (strongly supported); (2) the incidence of retraining should be greater where fixed employment costs are greater (mixed support); (3) retraining should be greater where other employer-provided training is greater (rejected); and (4) employers who retrain at-risk employees do so as part of a general policy of progressive employment practices (not supported). The analysis established that retraining is driven by the goal of preserving the social capital among current employees that is generated by specific systems of work organization. The explanations that retraining is just an employee benefit driven by employer paternalism or is simply part of an overall strategy of investment in training were rejected. A variable correlation matrix is appended. (Contains 59 references. Books > History > Politics List_Books<
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Informations détaillées sur le livre - ED465 099 - Social Capital and Retraining Policies
EAN (ISBN-13): 9781287700685 ISBN (ISBN-10): 1287700683 Livre de poche Date de parution: 2013 Editeur: Bibliogov
Livre dans la base de données depuis 2014-10-09T13:30:32+02:00 (Paris) Page de détail modifiée en dernier sur 2022-10-23T09:30:09+02:00 (Paris) ISBN/EAN: 1287700683
ISBN - Autres types d'écriture: 1-287-70068-3, 978-1-287-70068-5 Autres types d'écriture et termes associés: Auteur du livre: cappelli, taylor Titre du livre: social