Hiring and Training Workers: Executive Summary.

Sonst. Personen	Bishop, John (Hrsg.)
Institution	Gallup Organization, Inc., Princeton, NJ.; Ohio State Univ., Columbus. National Center for Research in Vocational Education.
Titel	Hiring and Training Workers: Executive Summary.
Quelle	(1984), (41 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Beigaben	Tabellen
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Adults; Compensation (Remuneration); Costs; Employee Attitudes; Employer Attitudes; Employer Employee Relationship; Employers; Employment Interviews; Employment Practices; Employment Qualifications; Job Applicants; Job Application; Job Performance; Job Placement; Job Training; Labor Market; Personnel Evaluation; Personnel Needs; Personnel Policy; Personnel Selection; Program Effectiveness; Recruitment + Suchen Sie Ihr Suchwort? Abfindung; Kompensation; Lohnausgleich; Cost; Kosten; Arbeitnehmerinteresse; Arbeitgeberinteresse; Employment interview; Employment interviewing; Einstellungsgespräch; Bewerbungsgespräch; Berufspraxis; Employment qualification; Vocational qualification; Vocational qualifications; Berufliche Qualifikation; Bewerber; Bewerbung; Work performance; Arbeitsleistung; Employment service; Employment services; Arbeitsvermittlung; Berufsqualifizierender Bildungsgang; Labour market; Arbeitsmarkt; Personalbeurteilung; Personnel requirement; Personalbedarf; Personalpolitik; Personalauswahl; Personalentscheidung; Recruiting; Rekrutierung
Abstract	To determine how employers select and train employees and the implications of this behavior for schools, telephone interviews were conducted with more than 3,500 employers. These employers answered questions on the number of persons who applied for the last position for which they hired prior to August, 1981; the number of applicants interviewed; the hours spent recruiting, screening, and interviewing applicants for the position; and the number of offers made. Some of the findings were that firms that have many job applicants conduct more extensive searches (see more applicants and conduct more interviews) than firms that do not receive many job applications and that their cost of conducting an extensive search is lower. Therefore, these employers tend to rely on extensive search methods rather than intensive search (finding out more about each applicant). On the whole, larger firms spent more time on each hiring than smaller firms. Additional time spent on searching correlated positively to the amount of cost associated with firing employees who are mistakenly hired. The study also found that employers seldom invest in all of the employee recruitment channels that are available to them, preferring instead to use informal recruitment mechanisms. Some of the reasons for this are that labor markets are not perfect, skills are often specific to certain companies, and it is costly to obtain information about the competence of job applicants. In addition, the study found that employers usually offer front-loaded compensation in order to attract workers if they are not likely to quit later. (KC)
Erfasst von	ERIC (Education Resources Information Center), Washington, DC
Update	2004/1/01