The dark side of employee referral bonus programs : potential applicants’ awareness of a referral bonus and perceptions of organizational attractiveness

The purpose of this study is to examine the effects of potential applicants’ awareness of employees being rewarded for referrals on organizational attractiveness, based on credibility theory and the multiple inference model. In a first study (N=450), final-year students were less attracted to the organization when they knew employee referrals were rewarded, which was partially explained by lower credibility perceptions. Moreover, varying the specific characteristics of the referral bonus program (i.e., timing, size, type, recipient) did not improve potential applicants’ perceptions of credibility and attractiveness. A second study (N=127) replicated the negative effect of referral bonuses on organizational attractiveness and found that it could be explained by both potential applicants’ inferences about the referrer’s other-oriented motive and lower referrer credibility. Whether employees explicitly stated their referral reason was bonus-driven or not did not affect these results

Recruiting nurses through social media : effects on employer brand and attractiveness

Aim: To investigate whether and how nurses' exposure to a hospital's profile on social media affects their perceptions of the hospital's brand and attractiveness as an employer. Background: Since in many places across the globe hospitals are struggling with nursing shortages, competition is rising to be perceived as an attractive employer by this target group. Organizations are increasingly using social media for recruitment, however, little is known about its effects on potential applicants' perceptions of the organization as an employer. We thus examine whether these effects occur and rely on the media richness theory to explain the mechanisms at play. Design: A between-subjects experimental design was applied. Three conditions were used: a control group, one condition that required visiting the Facebook page of a hospital and one condition that required visiting the LinkedIn page. Method: The focal organization was an existing Belgian hospital which had a LinkedIn and a Facebook page. An online questionnaire was sent to nursing students and employed nurses over 5 months in 2015-2016. Results: Nurses' exposure to the hospital's Facebook or LinkedIn page had a significant positive effect on a majority of the employer brand dimensions, both instrumental and symbolic. In addition, nurses who visited the Facebook page felt more attracted to working at the hospital. Most of these effects were mediated by social presence. Conclusion: Nurses' perceptions of employers can be positively influenced by seeing a hospital's social media page. Hospitals can thus employ social media to improve their employer brand image and attractiveness

The Vehicle, Spring 1983

Vol. 24, No. 2 Table of Contents A-B-C-D-E-F-G-H....Beth Kennypage 1 Contemporary IssuesBrook Wilsonpage 1 BlackJohn Stockmanpage 2 BeatGraham Lewispage 2 Catholic DazeSuzanne Hornpage 4 AfricaGraham Lewispage 5 The Friendly SkiesRajendra Sinhanpage 5 BreadKen Kempckepage 7 PhotographLinda Fraembspage 8 SnapshotMaggie Kennedypage 9 PoemAnne Smithpage 9 Activities on IceKerri Mahatpage 11 Beecham\u27s Orchard And VineyardBecky Lawsonpage 11 PoemKarri Mahatpage 12 Sneak PreviewsMaggie Kennedypage 12 ZooKen Kempckepage 12 PhotographNick Haskettpage 13 The Slave HouseCraig Barnespage 13 The Nomad Preacher\u27s SermonStacey Flanniganpage 16 Owl Creek RevisitedScott Graypage 16 Thought On CopperGraham Lewispage 20 OutfielderKen Kempckepage 20 HoneymoonJohn Stockmanpage 21 Candy Wrapper Dream GirlStacey Flanniganpage 21 PhotographLinda Fraembspage 22 October DreamMarlene Weekspage 23 IndistinctionStacey Flanniganpage 24 Taking InventorySara Farrispage 24 Flying In From K-Mart, NebraskaMichelle Mitchellpage 25 PhotographNick Haskettpage 26 Bone ChinaMichelle Mitchellpage 27 She Was A DollNick Haskettpage 30 The Seventh DayGeoffrey Andrespage 31 Blade Of Grass (On A Golf Course)Ken Kempckepage 31 PoemKen Kempckepage 32 Cigarette SmokeJean M. Davispage 33 Future LoveR. Lawsonpage 34 PhotographNick Haskettpage 35 Dancing In The StreetBetsy Acklinpage 35 PhotographLinda Fraembspage 38 CleoMarlene Weekspage 39 Teddy BearKen Kempckepage 39 PreludeBecky Lawsonpage 40https://thekeep.eiu.edu/vehicle/1043/thumbnail.jp

SARS and Pregnancy: A Case Report

We report a laboratory-confirmed case of severe acute respiratory syndrome (SARS) in a pregnant woman. Although the patient had respiratory failure, a healthy infant was subsequently delivered, and the mother is now well. There was no evidence of viral shedding at delivery. Antibodies to SARS virus were detected in cord blood and breast milk

Sustainability of donor programs: evaluating and informing the transition of a large HIV prevention program in India to local ownership

Sustainability is the holy grail of many development projects, yet there is limited evidence about strategies that effectively support transition of programs from donor funding to national governments. The first phase of Avahan, the India AIDS Initiative supported by the Bill and Melinda Gates Foundation (2003–2009), aimed to demonstrate an HIV/AIDS prevention program at scale, primarily targeted at high-risk groups. During the second phase (2009–2013), this large-scale program will be transitioned to its natural owners: the Government of India and local communities. This paper describes the evaluation design for the Avahan transition strategy.A detailed logic model for the transition was developed. The Avahan transition strategy focuses on three activities: 1 enhancing capacities among communities, non-governmental organizations (NGOs), and government entities, in line with India's national AIDS control strategy; 2 aligning technical and managerial aspects of Avahan programs with government norms and standards; and 3 promoting and sustaining commitment to services for most-at-risk populations. It is anticipated that programs will then transfer smoothly to government and community ownership, become institutionalized within the government system, and support a sustained HIV/AIDS response.The research design evaluates the implementation and effectiveness of 1 activities undertaken by the program; 2 intermediate effects including the process of institutionalization and the extent to which key Avahan organizational procedures and behaviors are integrated into government systems; and 3 overarching effects namely the impact of the transition process on the sustained delivery of HIV/AIDS prevention services to high-risk groups. Both qualitative and quantitative research approaches are employed so that the evaluation will both assess outcomes and explain why they have occurred.It is unusual for donor-supported projects in low- and middle-income countries to carefully plan transition processes, and prospectively evaluate these. This evaluation is designed so as to both inform decision making throughout the transition process and answer larger questions about the transition and sustainability of donor programs

ECMO for COVID-19 patients in Europe and Israel

Since March 15th, 2020, 177 centres from Europe and Israel have joined the study, routinely reporting on the ECMO support they provide to COVID-19 patients. The mean annual number of cases treated with ECMO in the participating centres before the pandemic (2019) was 55. The number of COVID-19 patients has increased rapidly each week reaching 1531 treated patients as of September 14th. The greatest number of cases has been reported from France (n = 385), UK (n = 193), Germany (n = 176), Spain (n = 166), and Italy (n = 136) .The mean age of treated patients was 52.6 years (range 16–80), 79% were male. The ECMO configuration used was VV in 91% of cases, VA in 5% and other in 4%. The mean PaO2 before ECMO implantation was 65 mmHg. The mean duration of ECMO support thus far has been 18 days and the mean ICU length of stay of these patients was 33 days. As of the 14th September, overall 841 patients have been weaned from ECMO support, 601 died during ECMO support, 71 died after withdrawal of ECMO, 79 are still receiving ECMO support and for 10 patients status n.a. . Our preliminary data suggest that patients placed on ECMO with severe refractory respiratory or cardiac failure secondary to COVID-19 have a reasonable (55%) chance of survival. Further extensive data analysis is expected to provide invaluable information on the demographics, severity of illness, indications and different ECMO management strategies in these patients

The James Webb Space Telescope Mission

Twenty-six years ago a small committee report, building on earlier studies, expounded a compelling and poetic vision for the future of astronomy, calling for an infrared-optimized space telescope with an aperture of at least $4m$. With the support of their governments in the US, Europe, and Canada, 20,000 people realized that vision as the $6.5m$ James Webb Space Telescope. A generation of astronomers will celebrate their accomplishments for the life of the mission, potentially as long as 20 years, and beyond. This report and the scientific discoveries that follow are extended thank-you notes to the 20,000 team members. The telescope is working perfectly, with much better image quality than expected. In this and accompanying papers, we give a brief history, describe the observatory, outline its objectives and current observing program, and discuss the inventions and people who made it possible. We cite detailed reports on the design and the measured performance on orbit.Comment: Accepted by PASP for the special issue on The James Webb Space Telescope Overview, 29 pages, 4 figure

Word-of-mouth in recruitment : new directions

No matter whether organizations are confronted with economic up‐ or downturns, there will always be hard‐to‐fill vacancies while the best skilled job seekers will continue to have enough options to critically compare potential employers. Therefore, organizations should keep on looking for ways to stand out as an attractive employer to efficiently attract sufficient and qualified staff to maintain a competitive advantage. One of the key factors determining potential applicants’ attraction to organizations is the source through which they receive employment information. The four papers and six studies of this dissertation aim to significantly advance our understanding of word‐of‐mouth as a particular recruitment source and shed light on what we do not yet know about word‐of‐mouth in the recruitment process. The first mixed method paper investigates why previous studies on negative word‐of‐mouth have provided inconsistent findings on its effect on organizational attraction. Based on the signaling theory and brand equity literature the paper proposes that the strength of the negative signal provided by negative word‐of‐mouth will vary according to applicants’ prior knowledge of a potential employer and its image and reputation, representing its so‐called employer brand equity. The results confirmed the buffer role of employer brand equity. The extent to which job seekers possess prior knowledge about a potential employer seems to affect their openness to negative word‐of‐mouth, hence its impact on their attraction to an organization as an employer. The results further suggested that besides having prior knowledge or not, the degree of consistency between prior knowledge and subsequent negative word‐mouth seems to impact job seekers’ openness towards negative word‐of‐mouth. Finally, when job seekers cannot rely on organizations’ employer brand equity, they tend to look at the degree of consensus about what is said, try to verify it, and want to experience what is said directly before taking into account the negative word‐ofmouth. In the second qualitative paper, we conducted interviews with employees and HR managers to find out whether and how organizations are involving their current employees in the recruitment process through social media. The study also probed into the experiences of employees with organizations stimulating them to share and like employment related content via social media. Based on the findings, we recommend organizations to involve current staff in the recruitment process through social media and make use of their exclusive and extended networks. Moreover, if doing so, organizations should put sufficient effort in informing their staff about how, why, and what they can do on social media to contribute to the organization’s recruitment strategy. Finally, we emphasize the importance of keying into employees’ motives for disseminating positive word‐of mouth about their employer. The third paper examines the impact of referral bonuses and how hospitals frame their request for referrals on the current nursing staff’s referral likelihood and on the quality of the referrals they make. The findings indicate that offering a referral bonus or not did not make a difference in terms of increasing nurses’ referral likelihood nor their referral quality. Instead, hospitals could benefit from communicating in a way that triggers nurses’ autonomous motivation to refer by appealing to their universal psychological needs in their communication towards the nurses. The two experimental studies in the fourth and last paper examined the effect of referral bonuses on potential applicants’ perceptions of an organization as an attractive employer. Based on the credibility theory and the multiple inference model, the findings suggest that potential applicants seem less attracted to the organization when they are aware that employee referrals are rewarded. This is due to lower credibility perceptions and applicants’ inferences about the referrer’s other‐oriented motives. Moreover, varying specific characteristics of referral bonuses such as timing, size, type, recipient, and framing of the motive for referring, do not seem to change their negative impact on applicants’ perceptions