Ethnic discrimination during resume screening: mind the job

In many European countries, the employment rate of ethnic minorities is low, which is worrisome given the risks of social exclusion and poverty. The overall weaker labour market position of ethnic minorities compared to ethnic majorities is attributed to a lack of human capital (job competencies) as well as to labour market discrimination (unfair treatment)

NPOs and their Stakeholders’ Psychological Contracts: The Value of Implicit Expectations in Bolivia

Managing non-profit organizations (NPOs) in developing countries constitutes a challenge due to the intrinsic hardship of their missions, and the pressure of balancing their stakeholder’s interests and needs. Beyond the explicit challenges NPOs face (e.g., attracting volunteers, retaining employees, accounting to donors), we tackle the implicit obligations and returns that volunteers, employees, and donors hold towards an NPO. By introducing the concept of Stakeholder Psychological Contracts (SPC) and its three currencies (relational, transactional and ideological), we identify how each creates value for these stakeholders in a different way, using data from 409 respondents, representing 7 Bolivian NPOs. Despite the high levels of satisfaction and engagement among respondents, currencies such as Transactional Obligations in volunteers or Relational Returns in donors did not create substantial value. As predicted, Ideological returns showed relevance for all groups. However, in the case of employees, this currency shows a negative impact on satisfaction with the NPO, and engagement with the cause has no influence on their turnover intentions, as only satisfaction with the organization mediates in their intention to quit. We conclude that SPCs are a valuable concept for NPO managers when it comes to triggering engagement and satisfaction for each stakeholder group

Identifying nurses' rewards: a qualitative categorization study in Belgium

BACKGROUND: Rewards are important in attracting, motivating and retaining the most qualified employees, and nurses are no exception to this rule. This makes the establishment of an efficient reward system for nurses a true challenge for every hospital manager. A reward does not necessarily have a financial connotation: non-financial rewards may matter too, or may even be more important. Therefore, the present study examines nurses' reward perceptions, in order to identify potential reward options. METHODS: To answer the research question "What do nurses consider a reward and how can these rewards be categorized?", 20 in-depth semi-structured interviews with nurses were conducted and analysed using discourse and content analyses. In addition, the respondents received a list of 34 rewards (derived from the literature) and were asked to indicate the extent to which they perceived each of them to be rewarding. RESULTS: Discourse analysis revealed three major reward categories: financial, non-financial and psychological, each containing different subcategories. In general, nurses more often mentioned financial rewards spontaneously in the interview, compared to non-financial and psychological rewards. The questionnaire results did not, however, indicate a significant difference in the rewarding potential of these three categories. Both the qualitative and quantitative data revealed that a number of psychological and non-financial rewards were important for nurses in addition to their monthly pay and other remunerations. In particular, appreciation for their work by others, compliments from others, presents from others and contact with patients were highly valued. Moreover, some demographical variables influenced the reward perceptions. Younger and less experienced nurses considered promotion possibilities as more rewarding than the older and more senior ones. The latter valued job security and working for a hospital with a good reputation higher than their younger and more junior colleagues. CONCLUSION: When trying to establish an efficient reward system for nurses, hospital managers should not concentrate on the financial reward possibilities alone. They also ought to consider non-financial and psychological rewards (in combination with financial rewards), since nurses value these as well and they may lead to a more personalized reward system

Choosing Jobs in the Public, Non-Profit, and For-Profit Sectors: Personal Career Anchors Moderating the Impact of Sector Image and Reputation

We expand on Cable and Turban’s employer knowledge model to investigate how sector attractiveness, that is, image and reputation, predicts management graduates’ sector-specific pursuit intentions, moderated by career anchors. The non-profit sector has the warmest image, followed by the public sector, while the latter is perceived as the least competent and shows the weakest reputation. Each sector’s competence image (but not its warmth image) and reputation significantly predict sector-specific pursuit intentions. The security, service, and challenge anchors confirmed their unique positive moderating impact, respectively for the public, non-profit, and for-profit sectors, although the challenge anchor reduced the public sector’s attractiveness. This study accentuates the importance of matching sector features with personal characteristics for understanding sector attractiveness to job seekers. Consequently, we offer new insights concerning sector-related recruitment practices and sector branding.SCOPUS: ar.jinfo:eu-repo/semantics/publishe