Abstract
A Conceptual Framework for Organizational Attractiveness among Malaysian Millennial Jobseekers Aimed at the Aftermath of COVID-19
Highlights
Organizations pass through a transitional period where the job market shifts towards various directions from traditional hierarchy (Jerome et al, 2014)
This study aims to examine to what extent the constructs, namely, corporate social responsibility (CSR), perceived work environment (PWE), Individual Value (InV), and Organizational reputation (OR) are related to Organizational Attractiveness (OA)
The organizations can prepare themselves in terms of organizational policy to remain competitive in attracting the job market's best talents
Summary
Organizations pass through a transitional period where the job market shifts towards various directions from traditional hierarchy (Jerome et al, 2014). Evidence from the Global Financial Crisis (GFC) of 2007-08 has shown that the unemployment rate increased, among fresh graduates aged between 20 to 24 years old. Acceding to Human resource management (HRM), scholars believe that the pandemic is likely to be an even more severe challenge to the job market than GFC (Shehzad, Xiaoxing & Kazouz, 2020). They further predict that millennials career is at most vulnerable condition fresh millennial graduates. An organization must redesign their policy to tackle the coming "career shock." The notion of "career shock" explains how this pandemic will change career choice (Cox 2020a; 2020b; Rudolph & Zacher, 2020)
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