Using research informed approaches to Strategic HRM teaching

This paper outlines research that was guided by the broad question: What teaching and learning (T&L) strategies should be employed in SHRM? This question was answered using data gathered in three focus groups involving T&L specialists, business strategy and HRM academics, and HRM practitioners. Through a process of successive focusing, potential T&L strategies were initially identified and then tested and refined in the focus groups. Drawing on literature and input from the participants, we contend that SHRM can be effectively taught through a combination of primarily problem-based and case-based approaches. We also argue that process worksheets are an effective method of providing problem solving support to students when they carry out complex learning tasks based on authentic SHRM problems

Could on-the-job embeddedness help bind FIFO workers to their jobs?

Fly-In Fly-Out (FIFO) employees in the mining industry in Western Australia have had high levels of turnover, resulting in high costs in recruitment, training and lost production. This research is seeking to understand the reasons for high turnover in this somewhat unusual group of employees. Whilst the research has utilised the more traditional approach to understanding labour turnover, that is that dissatisfaction with job or company and the availability of viable alternatives lead to intention to quit, preliminary results indicate that job embeddedness theory, may provide a better understanding of why FIFO workers choose to stay in their jobs. This outcome raises questions about embeddedness theory itself, namely whether on-the-job embeddedness is a stronger predictor of staying than is off-the-job embeddedness

Generational differences and Fly-In-Fly-Out (FIFO) employee turnover

Fly-in, fly-out (FIFO) mining has experienced significant growth in the past decade and is now a typical form of employment in the sector in Australia. Evidence suggests that there are relatively high turnover levels amongst these employees. Whilst there are many contributing causes to this, there may be variances between different generational cohorts at work as arguably their workplace expectation differs. This paper investigates whether turnover intentions vary between different generations of employees. Using a questionnaire, employees were asked about their turnover intentions and this was compared against the groups of Baby Boomers, Generation X and Generation Y. Findings show that Generation Y employees had a higher intention to quit than the Baby Boomers but were no different to Generation X employees

Determinants Of Employee Turnover Intentions In Atypical Employment:The FIFO Mining Industry In Western Australia

In the Western Australian mining sector, a significant portion of the workforce (at least 50 per cent) is employed in fly-in fly-out (FIFO) arrangements. This involves flying to isolated mining sites and working consecutive days usually for 11 or 12 hour shifts and returning home after a period of time (days or weeks). Such employment presents unique stresses on employees and at the same time offers significant opportunities such as high pay levels. During a decade of substantial growth in the industry, high levels of employee turnover have been experienced. This article examines the individual and organisational factors which contribute to this turnover. A questionnaire was used to measure employee views about their job and company, along with their intentions to stay or quit their job. This was administered in an iron-ore company with FIFO work arrangements. Findings show both organisational factors (rosters, supervisors, managers, and company culture) and personal factors (career goals and family circumstances) can influence turnover intentions