Workforce

About: Workforce is a research topic. Over the lifetime, 32140 publications have been published within this topic receiving 449850 citations. The topic is also known as: labour force & labor force.

Professionals in early childhood education and care systems: European profiles and perspectives

Abstract: As in many countries in Europe, the initial and continuing professional development and support of personnel working with young children are critical quality issues in a context of expansion and increasing access to provision. As the research and resource base with a cross-national focus on staff profiles and professionalisation strategies is limited, the 'Systems of early education/care and professionalisation in Europe' (SEEPRO) project based at the State Institute of Early Childhood Research (IFP) in Munich, sought to explore the following research questions: Who works in early childhood settings? What are the professional study routes required for core practitioners, centre leaders and support staff in these settings? What are the main similarities and differences in professional profiles across countries? What chances do practitioners have for continuing professional development? What are current workforce issues around status, pay, gender, diversity? The project sought to: (1) access, systematise and analyse data on the professional profiles of core practitioners working in early childhood provision; and (2) contextualise these profiles and professionalisation patterns within country-specific histories of early childhood education and care (ECEC), demographic trends and structural features of the ECEC system, and current issues and challenges facing early childhood practitioners. Funded by the German Federal Ministry of Family and Youth Affairs, the project focused in particular on professional profiles in the newer European Union (EU) member states - Bulgaria, Cyprus, the Czech Republic, Estonia, Hungary, Latvia, Lithuania, Malta, Poland, Romania, Slovak Republic and Slovenia. International comparative studies to date have paid little attention to the early childhood systems in these countries, which have been undergoing rapid transformations during recent years. Specially commissioned reports by experts in each country provided the research team with background material. The project findings are presented in this publication.

Acquisition Premiums, Subsequent Workforce Reductions and Post‐Acquisition Performance

Abstract: This study suggests that paying acquisition premiums leads to workforce reductions in the merged firm, which in turn results in poorer post-acquisition performance. This issue is important to scholars and practising managers given the pervasiveness and importance of knowledge and human capital to competitive advantage. In a sample of 174 major related acquisitions completed in the period 1992–98, results show a positive relationship between the premium paid for an acquisition and subsequent workforce reductions, controlling for a number of alternative explanations. Additionally, workforce reduction mediates the negative relationship between premiums and post-acquisition performance. The results suggest that the effects of workforce reductions following large premiums paid for the acquired firm can be detrimental to the interests of the organization.

Leading a multigenerational nursing workforce: issues, challenges and strategies.

Abstract: Today's nursing workforce is made up of staff and nursing leaders from four different generational cohorts. Generational diversity, including workforce differences in attitudes, beliefs, work habits, and expectations, has proven challenging for nursing leaders. The purpose of this article is to assist nursing leaders to reframe perceptions about generational differences and to view these differences in attitudes and behaviors as potential strengths. Developing the skill to view generational differences through a different lens will allow the leader to flex their leadership style, enhance quality and productivity, reduce conflict, and maximize the contributions of all staff. This article provides an overview of the generational cohorts and presents strategies which nursing leaders can use to coach and motivate, communication with, and reduce conflict for each generational cohort of nurses.

Entrepreneurship: not an easy path to top management for women

Abstract: Despite the increased gender parity in the workforce today, few women attain top management positions in America's largest corporations. Instead, an increasing number of women are achieving CEO status as entrepreneurs. In‐depth interviews with women who have lived in both worlds – that of the stable company and one launched and run on their own – give some insight as to the nature of the problems and perceptions faced by women as managers and entrepreneurs. Issues such as gender‐role bias and work/life balance are concerns for women with and without children. Gathering information from women who decided to form their own organizations after they had worked in a large organization, this paper examines some of the decision‐making factors and socio‐personal constraints that affect such entrepreneurship.

It's time to retire. Retirement.

Abstract: Companies have been so focused on down-sizing to contain costs that they've largely neglected a looming threat to their competitiveness: a severe shortage of talented workers. The general population is aging and with it, the labor pool. People are living longer, healthier lives, and the birthrate is at a historical low. During the next 15 years, 80% of the native-born workforce growth in North America--and even more in much of Western Europe--is going to be in the over-50 age cohort. When these mature workers begin to retire, there won't be nearly enough young people entering the workforce to compensate. The Bureau of Labor Statistics projects a shortfall of 10 million workers in the United States in 2010, and in countries where the birthrate is well below the population replacement level (particularly in Western Europe), the shortage will hit sooner, be more severe, and remain chronic. The problem won't just be a lack of bodies. Skills, knowledge, experience, and relationships walk out the door every time somebody retires--and they take time and money to replace. And while the brain drain is beginning now, the problem is going to become much more acute in the next decade or so, when baby boomers--more than one-quarter of all Americans, amounting to 76 million people--start hitting their mid sixties. Based on the results of their yearlong research project, the authors of this article offer recommendations for gaining the loyalty of older workers and creating a more flexible approach to retirement that allows people to continue contributing well into their sixties and seventies. Companies can no longer afford to think of retirement as a onetime event, permanently dividing work life from leisure.