Suchergebnisse

The article focuses on the argument that human resource policies set out to develop a twofold approach to management of the workforce which thereby becomes divided between a core of highly qualified and skilled employees and a peripheral component consisting of workers with less or no skills. This split is reflected in company training policies which, furthermore, exhibit an anti-trade union bias.

Maßnahmen, die einen zweiteiligen Ansatz in der Personalpolitik verfolgen, bergen die Gefahr in sich, daß Belegschaften in eine Kerngruppe aus hochqualifizierten Beschäftigten und eine Randgruppe aus Arbeitnehmern mit weniger oder gar keinen Qualifikationen aufgeteilt werden. Diese Aufspaltung zeigt sich auch an manchen innerbetrieblichen Weiterbildungsprogrammen, die gleichzeitig auch eine anti-gewerkschaftliche Haltung erkennen lassen. (Transfer / FUB)

Die Autoren untersuchen die These, daß "Maßnahmen, die einen zweiteiligen Ansatz in der Personalpolitik verfolgen, die Gefahr in sich, daß Belegschaften in eine Kerngruppe aus hochqualifizierten Beschäftigten und eine Randgruppe aus Arbeitnehmern mit weniger oder gar keinen Qualifikationen aufgeteilt werden. Diese Aufspaltung zeigt sich auch an manchen innerbetrieblichen Weiterbildungsprogrammen, die gleichzeitig auch eine antigewerkschaftliche Haltung erkennen lassen." (Autorenreferat)

Abstract Purpose: The objective of this research is to investigate how human resources policies and the perception of learning opportunities in organizations influence the intention of professional turnover. Originality/value: The authors demonstrated that, by understanding the existing relationships between the researched constructs, organizations should increase their investments in improvements in human resources policies, particularly in actions that promote a greater perception of learning opportunities, which reduce the intention of employee turnover of their talents. Design/methodology/approach: This research was developed with a quantitative approach and data collection was carried out through a survey. The questionnaires were applied to 250 professionals working in the labor market and students from a private university. Data analysis was performed with a confirmatory factor analysis and, subsequently, a structural equation modeling. Findings: The authors presented the research results in a descriptive way, the three hypotheses defined for the study were accepted, and the dimensions of human resources policies were considered significant. The authors presented relevant attributes for the understanding that, even though there are several reasons that can influence a professional in his decision to leave the organization, new factors must be considered, such as the possibilities of a greater offer of knowledge.