Applicant Attraction Strategies: An Organizational Perspective

Developing labor shortages are expected to increase the importance of applicant attraction into the next century. Unfonunately, previous research has provided little in the way of unified theory or operational guidelines for organizations confronted with attraction difficulties. In part, this is because much research has been framed from the applicant\u27s, rather than the organization\u27s, perspective. In addition, attraction-related theories and research are scattered across a variety of literatures, and often identified primarily with topics other than attraction per se (e.g., wage, motivation, or discrimination theories). The present paper draws on multiple literatures to develop a model of applicant attraction from the organization\u27s perspective. In it, we (1) outline three general strategies for enhancing applicant attraction, (2) propose broad categories of contingency factors expected to affect the choice (and potential effectiveness) of alternative strategies, (3) suggest probable interrelationships among the strategies, (4) link applicant attraction strategies to other human resource practices, (5) outline various dimensions of attraction outcomes (e.g. qualitative and quantitative, attitudinal and behavioral, temporal), and (6) discuss implications for future attraction research

Knowledge, Coordination, and Fiscal Federalism: An Organizational Perspective

This essay brings fiscal federalism theory into contact with the knowledge perspective to economic organization. The question addressed is: can a central government be justified in the context of fiscal federalism on grounds of economic organization? We point out that if one looks at the organizational problem of the vertical structure of the public sector from the standpoint of knowledge asymmetry the question of a central government in a federation becomes primarily a story of coordination of dispersed and specific knowledge.Federalism, economic organization, information asymmetry, knowledge asymmetry, coordination, EU.

Ethnic Conflict: An Organizational Perspective

To talk about the behavior of others is to generalize especially if that behavior is perceived to be negative. As researchers who have studied ethnic discrimination and ethnic conflict for close to two decades, we have noticed, anecdotally at least, that this penchant for generalization is rampant in discussions of ethnic politics. Journalists and academics tend to talk about one or another ethnic group’s involvement in violence without specifying a political organizational agent. This kind of generalization is a serious obstacle to understanding conflicts and identifying solutions because it prevents policymakers and academics from getting at the messy reality of ethnic politics—especially when they become contentious or violent. This article explores how organizations often change their policies and shift back and forth between violent and nonviolent strategies, occasionally adopting both at the same time. In the process, this article provides a counter-balance to generally accepted wisdom concerning the relationship between ethnicity and conflict

Politics and Politicking: The Organizational Perspective

The totality of our community, society, the whole world and even the entire universe is an organization. Organizing involves developing a structure of roles for effective performance and it requires a network of decision and communication for coordinating efforts towards group and enterprise goals. For effectiveness an organizational structure must be understood and principles and policies must be put into practice through the structural organizational politics. Power and politics are interrelated and interwoven with the fabric of an organization. Politics, power and politicizing are necessary, unavoidable and inevitable. The paper therefore examined the features of organizational structure, sources of power, leadership styles, features and tactics of organizational politics. The paper equally examined the mistakes in organizational setting and way out. It was then concluded that effective managers need to be fully aware of the existence of political tactics, have the required wisdom, knowledge, skill and should learn how best to manage the organizational politics for the efficacy of the organizational setting. DOI: 10.5901/mjss.2014.v5n20p105

Waiting and Rejection: An Organizational Perspective

Time spent waiting is frequently regarded as time wasted, and therefore as something to be avoided or at least minimized. In this article, however, waiting is viewed from an organizational perspective: delay and waiting are seen as integral to the strategic functioning of organizations, and to their handling of individual requests. Various kinds of waiting or intended organizational delays are described in terms of their contribution to `cooling out'. Waiting as cooling out means that waiting pacifies those frustrated (or possibly frustrated) by the organization. The analysis also addresses various manifestations of the social dialogue between the organization and the rejected, including those cases where waiting does not have a cooling out effect

Accept or Reject? An Organizational Perspective

This paper compares the relative performance of different organizational structures for the decision of accepting or rejecting a project of uncertain quality. When the principal is uninformed and relies on the advice of an informed and biased agent, cheap-talk communication is persuasive and it is equivalent to delegation of authority, provided that the agent's bias is small. When the principal has access to additional private information, cheap-talk communication dominates both (conditional) delegation and more democratic organizational arrangements such as voting with unanimous consensus

The Temporal Dimension of Tourist Attraction

Tourist attractions are vital sub-elements in the tourism system. Despite drawing considerable attention in the tourism literature, most studies suffer from a lack of in-depth analysis of the theoretical foundation. This research aims to analyze the temporal nature of tourist attraction, thereby linking the cognitive and organizational perspective of tourist attraction classification by its temporal dimension. From the organizational perspective of tourist attraction classification, a further purpose is to classify tourist attractions regarding their temporal dimension. This paper shows the organizational influence of time regarding when and how long an attraction occurs. The cognitive and organizational perspective typologies of tourist attractions are linked by a common unit of measurement: time. With regard to their temporal dimension, tourist attractions are classified as STA - Stationary attraction and SEA - Seasonal attractions. This study contributes to the literature by providing an insight into the temporal dimension of tourist attractions and the understanding of the cognitive and organizational perspective and their interconnection within tourist attraction typology. The defined framework can be applied in the comparison and evaluation of tourist attractions providing the basis for further discussion on the nature of tourist attractions

Evaluating Social CRM Performance: An Organizational Perspective

This paper presents a formative measurement model for Social CRM performance in order to achieve and assess company objectives. The current literature for measuring Social CRM performance does not provide a holistic approach and is operationalized with reflective indicators. To address this gap, the article follows the procedure of Moore and Benbasat (1991), including the creation and assessment of new constructs with new developed and evaluated formative indicators. To evaluate the impact of single indicators on their corresponding constructs, the data is analyzed through confirmatory factor analysis using SmartPLS with a surveying sample of 126 marketing, communication and IT decision makers. The results show that the constructs of infrastructure performance, process performance, customer performance and organizational performance measure Social CRM performance. Especially the first-order constructs of indirect customer performance and department-specific processes are important aspects in this context. Generally, the developed formative indicators and new evaluated first- and second-order constructs generate deeper insights through a control system for Social CRM activities, in order to achieve organizational objectives and track them over time