Hiring Of People Research Articles

Newspaper Marketing in Bangladesh:

Newspaper has become a part of any modern society. This is one of the most important consumer products of our daily life. Like all other consumer goods newspaper industry requires some special marketing efforts. The main focus of this article is to describe the various tools of marketing mix i. e. 4Ps of newspaper marketing. To do so the researchers have selected Prothom Alo, as it is the number one daily (in terms of circulation) of our country. The article has also attempted to point out the marketing problems of Prothom Alo. It is found that the management of Prothom Alo does not have proper concept of marketing; they don’t have any marketing manager; they don’t conduct regular marketing research; the distribution channel is very long and costly; the price is comparatively higher and so on. At the same time researchers have suggested that to solve those problems Prothom Alo should adopt modern marketing concepts in their decision making process, hire people with proper background, follow differentiated pricing, target different consumer segments to increase the market share, minimize the distribution cost, develop Prothom Alo as a brand and the like.

Employee Turnover Due to Job Stress: National versus Multinational Pharmaceutical Companies in Pakistan

Consistent performance and good quality of work are very much necessary for businesses. Here are many more factors to losing an employer’s performance in the market. Worker departure is more excessive in the business sector nowadays, which is a very poor and challenging issue in organizations, especially in Pakistan’s pharmaceutical sector. Upper-level supervisors and researchers concentrate on the effect of employee departure. The actual reason for this work is to locate the various reasons and address these problems in both national and MNC pharmaceutical companies in Pakistan. The study will focus on the reputation of these sectors on behalf of employees and how to control employees quitting services from the company, find out the reasons, work on them, control employee attrition, and retain the salesforce. There are a lot of differences between national and multinational pharmaceutical companies in terms of hiring, training, and retaining; employee motivation plays an important role in employees staying long-term in the company. The human resources department measures everything, conducts interviews, and so on. For good hiring people nowadays, employees leaving the organization is a critical issue for the employer. They can hire them when only one employee leaves the company, especially in the pharmaceutical sector. The company loses their sales in a specific territory in terms of volume and units, but this is the only industry in Pakistan where there can be huge and high turnover in the sales and marketing profession as compared to all other industries, even more and more yearly new pharmaceutical companies are coming up in the market where a for employee have extra another opportunities are available, but still in this medical profession of sales and marketing the turnover rate is seeing high. Employees leave for various reasons. The First thing is undue Sales Pressure by the company. Secondary things happen, including extra difficult tasks given by the supervisor/manager, ambiguous unchallenging tasks, the poor concentration of the manager, inadequate support, lack of appreciation, and no career growth in the company, perceived that employee received pay equity as compared to other employees and also the advantage of achieving more favorable jobs in different companies Exit policies are important for the employees of multinational companies but not for the employee of national companies Sales targets should also be realistic and flexible following the market conditions including the competitors In order to manage the trust, Firstly the management has to improve its HR style for the leaving employee, from no worries to consultative and caring or laissez-fair where individual grievances are considered noteworthy.

Fair Chance Act failures? Employers’ hiring of people with criminal records

AbstractResearch summaryWe examine the efficacy of the California Fair Chance Act (CFCA) policy—legislative stipulations regarding employers’ hiring of individuals with criminal records—on practices and outcomes in two Southern California counties during 2021. We rely on survey and experiment data with 542 hiring decision makers to investigate employer and personal compliance with the CFCA, whether applicant appeals affect employers’ willingness to hire them, and heterogeneity in treatment effects across firms and industries. Close to 80% of hiring decision makers violate the CFCA by obtaining background information before they extend an offer, appeals have a minimal impact on hiring outcomes, and firm‐level characteristics continue to shape hiring practices to some extent.Policy implicationsAlthough certain firms comply with the relatively new CFCA, most employers violate it by seeking applicant criminal background information, a practice that has profound consequences for those with criminal records as well as other disadvantaged groups. This finding underscores the discrepancy between de jure and de facto policy practices. Better statewide enforcement of the CFCA coupled with increased employer educational training could help reform it and improve policy adherence. Given it is a young policy, future research should continue to assess the CFCA's efficacy over time.

Why Do Employers (Fail to) Hire People with Disabilities? A Systematic Review of Capabilities, Opportunities and Motivations

PurposeTo increase the number of people with disabilities in employment, we need to understand what influences employers’ hiring decisions. In this systematic review, we map out factors affecting employers’ hiring decisions about people with disabilities.MethodsThis study is a systematic review that applies the COM-B model to identify factors that contribute to employers (not) hiring people with disabilities. The COM-B model proposes that employers will perform hiring behavior (B) if they have the capability (C), opportunity (O) and motivation (M) to do so. We also investigate if factors have a negative, positive or no effect. We report in accordance with the PRISMA guidelines.ResultsIn a review of 47 studies, we find 32 factors. Most of these factors are barriers. The most frequently mentioned barriers are employers’ (1) expectations that people with disabilities are unproductive, (2) expectations that people with disabilities cost a lot of money, and employers’ (3) lack of knowledge about disabilities. The most researched facilitators for employers to hire people with disabilities include (1) the motivation to help others, (2) working in a large organization, and (3) expecting a competitive advantage. The effect of factors can differ depending on contextual circumstances, including the type of organization, the type of disability and different policies.ConclusionsWe conclude that hiring decisions are influenced by an array of different barriers and facilitators. The effect of these factors can differ across organizations and disability types. Our study of factors affecting hiring can be used by scholars, policy makers, and organizations to create interventions to increase the hiring of people with disabilities.

Outcomes of servant leadership among flight attendants: test of parallel and serial multiple mediating effects

PurposeThis paper aims to examine the parallel and serial multiple mediating effects of job insecurity (JIS) and occupational self-efficacy (OSE) in the association between servant leadership and work engagement (WENG).Design/methodology/approachData collected from 296 flight attendants in Korea were tapped to assess the study hypotheses. The linkages were tested via structural equation modeling. The phantom variable was used to estimate the parallel and serial indirect impacts of JIS and OSE.FindingsServant leadership fosters OSE and WENG, while it alleviates JIS. Both JIS and OSE parallelly mediate the effect of servant leadership on WENG. Contrary to what has been hypothesized, the findings lend no credence to the serial multiple mediating impact.Practical implicationsManagement should pay utmost attention to the promotion of employees to supervisory positions based on “stringent selection and hiring of people.” Flight attendants high on WENG should have job security. This is important because such employees exhibit good performance at work. Management should also organize training programs that would enhance flight attendants’ OSE.Originality/valueThis paper contributes to the relevant knowledge base by relating servant leadership to flight attendants’ WENG through JIS and OSE. Because of the number of rising disengaged service workers across the globe, this study also gauges the factors influencing flight attendants’ WENG and reports whether servant leadership, JIS and OSE influence their WENG at the same time. Unlike the preponderance of the empirical pieces, this study contributes to the literature by assessing the indirect effect of servant leadership on WENG via JIS and OSE as the parallel and serial multiple mediators using the phantom variable.

Employment related barriers and facilitators for people with psychiatric disabilities in Spain.

People with mental health-related disabilities still experience difficulties in obtaining and maintaining a job. Previous international studies inform about employment barriers and facilitators but there is insufficient research in Spain. To explore what type of employment barriers and facilitators were important for people with psychiatric disabilities with past work experiences in competitive and protected work settings. In-depth, semi-structured qualitative interviews with 24 participants selected through purposive sampling. The personal sphere was the content most closely related to barriers, followed by the social environment. Facilitators were more closely related to the interviewees' social network, followed by elements in their personal sphere and job environment. The findings suggest the need to implement supported employment services in Spain to promote hiring people with psychiatric disabilities in competitive companies. The results also indicate the need to implement new services aimed at supporting the management of disability information during the process of obtaining and maintaining a job, while there is still a need to conduct anti-stigma and anti-discrimination campaigns.

Inclusão de pessoas com deficiência em empresas do setor industrial

The aim was to verify the vision of managers and employees of human resources in the industrial area about the hiring of people with disabilities - PCD through the Quota Law, practices and policies adopted by the company in the work environment. Qualitative study; data collected through semi-structured interviews and analyzed according to the thematic modality as recommended by Bardin. Nineteen employees of an industrial company with mining and metallurgy units in the interior of the state of Minas Gerais were interviewed. Although the Quota Law in the hiring of PCD is met through partnerships, there was a lack of knowledge regarding the legislation. The selection process is carried out by competence and the vacancies for PWD are not separated. The insertion of PWDs was understood as difficult due to the environmental risk, and PWDs need to carry out their work in administrative sectors. Professional qualification was considered precarious and there is a lack of training for employees. There was a lack of knowledge on the part of managers about the legislation, although partnerships with institutions have helped to comply with current legislation, there is a lack of training in relation to the hiring and maintenance of PWD in the work environment, making it evident the need for training initiatives in this area.

Back to basics: fundamental principles of system dynamics and queueing theory

Back to basics: fundamental principles of system dynamics and queueing theory

A comparative analysis of the platforms for decentralized autonomous organizations in the Ethereum blockchain

Blockchain technology has enabled a new kind of distributed systems. Beyond its early applications in Finance, it has also allowed the emergence of novel new ways of governance and coordination. The most relevant of these are the so-called Decentralized Autonomous Organizations (DAOs). DAOs typically implement decision-making systems to make it possible for their online community to reach agreements. As a result of these agreements, the DAO operates automatically by executing the appropriate portion of code on the blockchain network (e.g., hire people, delivers payments, invests in financial products, etc). In the last few years, several platforms such as Aragon, DAOstack and DAOhaus, have emerged to facilitate the creation of DAOs. As a result, hundreds of these new organizations have appeared, with their communities interacting mediated by blockchain. However, the literature has yet to appropriately explore empirically this phenomena. In this paper, we aim to shed light on the current state of the DAO ecosystem. We review the three main platforms nowadays (Aragon, DAOstack, DAOhaus) which facilitate the creation and management of DAOs. Thus, we introduce their main differences, and compare them using quantitative metrics. For such comparison, we retrieve data from both the main Ethereum network (mainnet) and a parallel Ethereum network (xDai). We analyze data from 72,320 users and 2,353 DAO communities in order to study the three ecosystems across four dimensions: growth, activity, voting system and funds. Our results show that there are notable differences among the DAO platforms in terms of growth and activity, and also in terms of voting results. Still, we consider that our work is only a first step and that further research is needed to better understand these communities, and evaluate their level of accomplishment in reaching decentralized governance.

Hiring of Persons with Disabilities in the Indian Private Sector: An Overview

Disability hiring in India across organisations has increased gradually and remains differentiated depending on the nature of the organisation. Effective hiring of people with disabilities has occurred where there has been a planned effort to map jobs to specific disabilities and have scaled-up inclusion programmes. Challenges persist for firms on how to manage disabled employees, especially when there are performance management issues, and also at times on operational levels. There are also challenges for firms to balance the agenda of hiring disabled people with agendas focused on gender and LGBTQ equality.

Implicit and Explicit Attitudes of Employers Toward Hiring People Who Have Experienced Depression.

Purpose Depression is the most common mental disorder worldwide, yet many individuals with this disorder still face labor market marginalization. To our knowledge, this study is the first to explore both implicit and explicit attitudes of human resources directors/employers regarding potential employees who have experienced depression. Methods 219 human resources directors/employers answered a semi-structured interview, as well as self-report questionnaires, assessing their implicit and explicit attitudes on hiring people who have experienced depression. Explicit attitudes were assessed with self-report measures (questionnaire), whereas implicit attitudes were measured by qualitatively rating automatic mental associations (free associations). Qualitative and quantitative analyses were conducted on implicit and explicit attitudes. Results For implicit attitudes, both stereotypes and normalization attitudes were mentioned by employers. In order to ensure the validity of the explicit attitudes measure, a confirmatory factor analysis was conducted, and revealed that employers and HR's attitudes were, as expected, described by the 12 items spread out on three conceptual dimensions-Stereotypes, Organizational Burden, and Normalization, with satisfactory alpha coefficients for all subscales. ANOVA results showed that implicit and explicit attitudes of employers were not related. Finally, ANOVA results on employers' implicit attitudes showed that hiring apprehensions regarding depression were higher for employers depicting more stereotypes, whereas regression analysis on explicit attitudes showed that Organizational Burden and Normalization were only the significant predictors of employers' hiring apprehensions. Conclusion The results were consistent with previous findings from the general population underlying the ambivalence of attitudes associated with depression. Indeed, stereotypes, organizational burden, and normalization attitudes appear as distinct and complementary facets of depression stigma at work. We suggest anti-stigma training targeting employers' hiring apprehensions and encompassing both explicit and implicit attitudes regarding depression.

Hiring people with disabilities leads to increased psychological safety and increased labour productivity for companies

Despite legal requirements stipulating that companies must employ a certain number of people with disabilities, after a survey by Japanese Government agencies on 1 June 2019 only around 48 per cent of companies meet these requirements. Myths that people with disabilities are limited in what they can do and are therefore not suitable employees for certain companies present barriers to prospective employees with disabilities and also deprive companies of the synergistic benefits that can come from hiring people with disabilities. Professor Makoya Kageyama, Graduate School of Urban Social and Cultural Studies, Yokohama City University, Japan, is conducting research focused on these synergistic benefits and, through his work, is dispelling the incorrect belief that people with disabilities are not productive employees. Kageyama has found that the synergistic effects created from contact between people with disabilities and people without disabilities leads to innovation. His research involved interviewing companies across Japan, asking questions surrounding the employment of people with disabilities, enabling Kageyama to gather some promising data. An important finding was that overall labour productivity could be increased via the synergistic effects of hiring people with disabilities. He is empirically quantifying his findings in order to demonstrate to companies the benefits that can be afforded by hiring people with disabilities and to help eliminate discrimination.

Spammer Group Detection Using Machine Learning Technology for Observation of New Spammer Behavioral Features

Recently, the rapid growth in the number of customer reviews on e-commence platforms and in the amount of user-generated content has begun to have a profound impact on customer purchasing decisions. To counter the negative impact of social media marketing, some firms have begun hiring people to generate fake reviews which either promote their own products or damage their competitor's reputation. This study proposes a framework, which takes advantage of both supervised and unsupervised learning techniques, for the observation of behaviors among spammers. Then, based on the behavior of participants on web forums, the authors build up a post-reply network. The main focus is on the behavior-related features of the reviews, their propagation, and their popularity. The primary objective of this study is to build an effective online spammer detection model and the method detailed in this work can be used to improve the performance of spammer detection models. An experiment is carried out with a real dataset, the results of which indicate that these new features are important for identifying spammers. Finally, random walk clustering is applied to investigate the post-reply network. Some interesting and important features are observed in the interactions between a group of spammers which could be subjected to further research.

Interview: Margaret Huang on Confronting the History of Anti-Asian Hate and White Supremacy in the United States and Abroad

Interview:Margaret Huang on Confronting the History of Anti-Asian Hate and White Supremacy in the United States and Abroad Margaret Huang (bio) This article was contributed to Forum-the edition's portfolio of thematic content-by GJIA's Dialogues section. The Southern Poverty Law Center's (SPLC) annual report on hate groups published early this year, "The Year in Hate and Extremism," recorded a total of 838 hate groups across the United States in 2020.1 Although this number was a slight decline from 2019, hate certainly did not, as evident through over 4,000 racist flyer incidents (hanging flyers to intimidate minorities or attract recruits) and the high visibility of rightwing and white supremacist organizations such as the Proud Boys in recent years. Although hate incidents against a number of identity groups (based on race, sex, ethnicity, religion) are prevalent in the United States, the Atlanta spa shootings on March 16, 2021, was an example of when hate violently deploys itself against an intersection of those identities.2 Six of the eight victims of the shooting were Asian American women. Members of Asian American communities deplored the racism and misogyny that targeted the victims. Many of the stereotypes in the United States associated with Asian Americans-—and Asian American women in particular—have had roots in the country for over a century.3 SPLC President and CEO Margaret Huang spoke with GJIA on March 23, 2021, to discuss the most recent dynamics of hate in the United States with a particular focus on anti-Asian hate, as well as the international breadth of hate groups. She additionally shares how the state could respond to these hate movements without further curtailing civil liberties and how activist groups could collaborate as shared movements against hate groups. Georgetown Journal of International Affairs: For decades, the Southern Poverty Law Center (SPLC) has documented far-right groups and individuals that spout hateful rhetoric and commit discriminatory acts against racial minorities, religious groups, and other marginalized demographics. Since the advent of this documentation, have you seen any fundamental changes in the prominence or behavior of these right-wing hate groups? Margaret Huang: We actually see cycles happen over the decades; typically, there is an increase in the number of hate groups and their activities during Democratic administrations and then a reduction in activity during Republican administrations. What is interesting is that under the Trump administration, there was an opposite and dramatic increase in the number of these groups and the amount of activity taking place. During the four years of the Trump administration, there were record numbers of hate groups on our list. That was unusual, but I think it speaks to both the administration's willingness to engage with those groups directly as well as their hiring of people out of those groups to work in the administration. In that sense, there were numerous direct ties between this past administration and many of the groups we have been tracking. [End Page 162] GJIA: Some believe those ties are reflected in the Capitol riots.4 National Public Radio (NPR) reported that out of the first 140 rioters charged, around 20 percent were former or active-duty service members.5 Do you think that these individuals are indicative of a larger problem in the military or just a few bad apples? If they reflect a larger systemic problem, how do you think the government should address this issue? MH: My colleague Lecia Brooks gave testimony on March 24 to the House Arms Services Committee on this topic.6 We believe that there have always been elements of white supremacy and extremism in our military. The first time we wrote to the Department of Defense was in 1986 when we sent a letter to then [Defense] Secretary [Caspar] Weinberger, asking him to look at the activities of a group of enlisted men who were also participating in Ku Klux Klan activities. This is not a new problem, but at the same time it is not a pervasive problem. We do not believe there is pervasive extremism across the military. What we are concerned about and what we have recommended is that [the military] look at their...

Importancia y sentido del coaching y la inteligencia emocional en itinerarios para el empleo de personas con discapacidad intelectual

Coaching e inteligencia emocional se presentan como dos potentes recursos a utilizar en los itinerarios para el empleo de personas con discapacidad intelectual. El artículo que nos ocupa ofrece, por un lado, una presentación de lo que es el coaching, pilares básicos y profesionales referentes, y cómo sus principios conectan -en el contexto de los itinerarios para el empleo de las personas con discapacidad intelectual-, con la planificación centrada en la persona, enfoque metodológico que las organizaciones del sector social vienen utilizando para la puesta en marcha del desarrollo del proyecto vital y empoderamiento personal de cada una de las personas de este colectivo. A su vez, se realiza un análisis del significado de inteligencia emocional y de la importancia de este constructo impartido en las acciones formativas de los itinerarios para el empleo, como elemento trampolín que forma y capacita para el autoconocimiento, la autorregulación, la toma de decisiones y la capacidad de relacionarse favorablemente con los otros, en todo tipo de entornos y en particular en los laborales. Con la necesidad de contextualizar lo anteriormente expuesto se lleva a cabo una presentación del concepto discapacidad intelectual y algunas de las leyes que amparan gran parte de los derechos del colectivo. Se explica qué es y en qué consiste un itinerario laboral para el empleo de personas con discapacidad intelectual, sus fases, contenidos y objetivos principales, tomando como referente el de una entidad social que trabaja en pro de la calidad de vida de las personas con discapacidad intelectual y sus familias.

Get out of here. It’s for your own good

Statistics show that more and more people are studying abroad. And organizations like to hire people with international experience. But what can people gain from the experience? The following are a few reasons why you may want to spend part of your professional life in a different country. Broaden your background. Living in another country will force you to increase your cultural awareness and understanding of others. At the same time, you can learn skills that you haven’t had the opportunity to develop at home. And during your free time, you can travel widely and explore your new environment. Depending on where you choose to go, you could immerse yourself in a single country or explore many neighboring countries. Improve your communication skills. Immersing yourself in a foreign country, especially one where people speak a different language, means you will have to enhance your communication skills. This may mean learning

Escaping 'The Waiting Place'.

In Dr. Seuss's classic book Oh, the Places You'll Go! he warns us that sometimes in life we may “grind on for miles across weirdish wild space, headed, I fear, toward a most useless place. The Waiting Place.” Little did I know it, but after I emerged from the “weirdish wild space” of graduate school, The Waiting Place was exactly where I was headed. I had accepted a postdoc position to develop new skills while embarking on what I anticipated would be a quick, productive search for an industry job. Instead that search dragged on, filled with false hopes and disappointments. I often felt I was going nowhere. But now that I've passed the 1-year mark in my first position outside of academia, I can look back and say that I learned a valuable skill: the ability to wait actively. Here are three strategies I found most helpful. ![][1] ILLUSTRATION: ROBERT NEUBECKER > “As a freshly minted Ph.D.…I wasn't sure how to pitch my skills to potential employers.” SEEK GUIDANCE. As a freshly minted Ph.D., I had plenty of material for my resume, but I wasn't sure how to pitch my skills to potential employers. To address this, I sought out a career coach who specialized in helping people with Ph.D.s in science and engineering. Hiring a professional consultant wasn't cheap, but I viewed it as an investment in another valuable skill: marketing myself. His guidance not only improved my resumes, but also gave me a better general understanding of how to present myself in meetings with recruiters and in interviews. I also took advantage of many free opportunities for career advice, including university-sponsored career forums, skills assessments with an on-campus career counselor, and numerous online resources for job seekers. MEET NEW PEOPLE. At first, I felt that I didn't know “the right people” to help me get a job, especially because I was looking for an industry position and my contacts were mostly in the academic world. However, once I started to look, I was surprised to realize how many second-degree connections—friends of friends—I actually had in industry. I reached out to many of them and asked to talk about their work. I also asked friends and colleagues for introductions to people in their networks. And I found ways to meet people outside my niche research area, for example by attending presentations by startup companies, meetings of technology interest groups, and on-campus socials. It sometimes felt awkward to put myself out there, but networking helped me learn about many companies and industries. It also led to job interviews, including with a Silicon Valley tech giant, a premier children's hospital, and a highly ranked liberal arts college. Organizations like to hire people they can trust, so having someone on the inside vouch for you can help you rise to the top of the applicant stack and get an interview. PLAY THE LONG GAME. In the end, I got a job I didn't even apply for. During my first year as a postdoc, I applied for an opportunity I found on an online job board. This led to a promising email exchange, and I had a very positive interaction with one of the company's researchers at a conference. Unfortunately, the opportunity fell through. Another long year passed. I followed up with the company once or twice, but mostly I pursued other leads. Then, out of the blue, the researcher I had met contacted me about a new opening. It turned out I was a perfect fit for the company's current projects, and after a couple short phone calls I had an offer. It took almost 2 years to come to fruition, but the effort I had invested in building and maintaining a relationship with the company ultimately paid off. The Waiting Place was frustrating, but I learned it doesn't have to be useless. Perseverance pays off. As Dr. Seuss reminds us: “And will you succeed? Yes! You will, indeed! (98 and 3/4 percent guaranteed.)” [1]: /embed/graphic-1.gif

Highly-Secure Backdoors: Internet of Traitorous Things (IoTT)

Highly-Secure Backdoors: Internet of Traitorous Things (IoTT)

Playbook Helps Companies Hire People With ASD

Playbook Helps Companies Hire People With ASD

Employment integration barriers: experiences of people with disabilities

People with disabilities experience barriers in the integration phase of employment. The aim of this article was to examine the experiences of people with disabilities relating to job application forms and advertisements, interviews, confidentiality and disclosure of disability, as well as medical and psychometric testing. Qualitative data on the barriers experienced were obtained from semi-structured interviews with 72 people with differing disabilities in South Africa. Findings showed that despite progressive legislation, people with disabilities experience barriers in the integration phase of employment. To prevent barriers to employment, advertisements, application forms, interview venues and interview questions need to be accessible and appropriate for people with disabilities. In addition, the selection criteria and medical and psychometric testing used need to be appropriate and non-discriminatory. Insights from this qualitative article can assist in preventing employment integration barriers. This in turn will have an influence on human resource managers’ hiring of people with disabilities, employers’ meeting their employment equity targets, being viewed as an employer of choice who values diversity and having productive employees and a low staff turnover.