Changing work values in the United States, 1973-2006
ABSTRACT This article examines changes in workers' work values for the period 1973-2006 using General Social Survey data. We assess the relative importance that workers assign to high income, as opposed to security, advancement, short hours and "importance and sense of accomplishment." The latter ranked highest throughout this period, but the relative priority placed on income and job security generally increased. We suggest that the rising relative rankings of earnings and job security reflect growing job, employability, and economic insecurity that workers generally experienced during this period, making these job characteristics generally more difficult to attain. Groups most vulnerable to job, employability, and economic insecurity-such as less educated workers and blacks-were most apt to place high importance on income and security. Differences in rankings between men and women, blacks and nonblacks, and college and high school graduates remained fairly stable over this period.
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ABSTRACT: This paper aims to contribute to the development of a broader, more balanced approach to talent management that will help in studying and implementing talent management across different contexts. The paper starts with an overview of the advances made in previous reviews and studies with respect to three central themes: the definition of talent, intended outcomes of talent management, and talent management practices. We identify the one-dimensional and narrow approach to the topic as a main limitation of the existing talent management literature. Through the use of theories from the organizational theory and the strategic HRM domain, we add new perspectives and develop a multilevel, multi-value approach to talent management. In so doing, we offer an in-depth discussion of the potential economic and non-economic value created by talent management at the individual, organizational, and societal level.Human Resource Management Review 12/2013; 23(4):326–336. DOI:10.1016/j.hrmr.2013.05.004 · 2.38 Impact Factor