Documents Green, Francis 36 results

"We investigate the validity of subjective data on expectations of job loss and on the probability of re-employment consequent on job loss, by examining associations between expectations and realisations. We find that subjective expectations data reveal private information about subsequent realisations both of job loss and of subsequent re-employment. We also compare the use of verbal and numerical descriptors for subjective probability scales. As predictors of subsequent job loss, the expectations data perform better with numerical than with ordinal verbal descriptors. On average, employees overestimate the chance of losing their job; while they underestimate the difficulty of job replacement. We recommend that survey items on employment insecurity should be explicit about each risk under investigation, and utilise a cardinal probability scale with discrete numerical descriptors."

"Drawing on nationally representative data for British employees, the article argues for a more comprehensive concept of job insecurity, including not only job tenure insecurity but also job status insecurity, relating to anxiety about changes to valued features of the job. It shows that job status insecurity is highly prevalent in the workforce and is associated with different individual, employment and labour market characteristics than those that affect insecurity about job loss. It is also related to different organizational contexts. However, the article also shows that the existence of effective mechanisms of employee participation can reduce both types of job insecurity."

"To assess potential public concerns, this paper examines theory and evidence surrounding graduate educational underemployment (overeducation) in this era of mass higher education. Using a new, validated, index of graduate jobs, we find that the prevalence of graduate underemployment across 21 countries is correlated with the aggregate supply–demand imbalance, but not with indicators of labour market flexibility. Underemployment's association with lower job satisfaction and pay is widespread. Yet in most countries there are external benefits (social trust, volunteering, and political efficacy) associated with higher education, even for those who are underemployed. Taken together with existing studies we find that, in this era of mass higher education participation, under-employment is a useful indicator of the extent of macroeconomic disequilibrium in the graduate labour market. We conclude that governments should monitor graduate underemployment, but that higher education policy should be based on social returns and should recall higher education's wider purposes."

"This article examines the impact of the 2008–9 recession on training activity in the UK. In international terms, the UK is assumed to have a deregulated training market which is sensitive to changing economic conditions. However, national datasets and qualitative interviews suggest that, despite the severity of the recession, employers cut training expenditures by a small amount and the impact on training participation rates was minimal. Contrary to the starting assumption of a deregulated training market, the article shows that employers in the UK do not have a completely free hand and that a combination of market intervention and business requirements obliged most of them to sustain training despite the recession. These constraints included: compliance with legal requirements, meeting operational needs and satisfying customer demands. However, the recession prompted many employers to find ways of maintaining training coverage to meet these obligations, or as several respondents put it, ‘train smarter'."

"The authors examine trends in nonwage aspects of job quality in Europe. They focus on both the level and the dispersion of job quality. Theories differ in their predictions for these trends and for whether national patterns will converge. Data from the Fifth European Working Conditions Survey are used, in conjunction with earlier waves, to construct four indices of nonwage job quality: Work Quality, Work Intensity, Good Physical Environment, and Working Time Quality. Jobs are tracked from 1995 to 2010, across and within 15 European Union countries. The social corporatist countries had the highest Work Quality and lowest dispersion for all four indices. Work Quality and Work Intensity each rose in several countries, and Working Time Quality rose in most. The dispersion of Working Time Quality, Work Intensity, and Good Physical Environment each fell in many countries, and there was little sign of national divergence."

"The value that employees attach to the intrinsic aspects of work is important for whether or not job quality issues should have a central place on the social agenda. This article examines whether the importance that British employees attach to intrinsic job quality changed between 1992 and 2006. It uses two nationally representative surveys of employees. It finds no evidence to support the view that there has been a shift towards instrumental job preferences. On the contrary, it shows that intrinsic job preferences rose over the period. The growth in importance of intrinsic orientations is associated with rising levels of education and parental encouragement in education, the improvement of people's jobs with respect to skill, learning opportunities and employee involvement and higher incomes and security."

"There has been a sharp divergence in the literature about the benefits of teamwork. Some have claimed that it is solely in the interests of management, others that it is beneficial for employees and yet others that it makes little difference to either productivity or well-being. This article draws upon the British Skills Survey Series. It shows that while teamwork did expand between the early 1990s and 2006, this was due primarily to the growth of the type of teamwork that allowed employees little in the way of decision-making power. Indeed, there was a decrease in the prevalence of self-directive teamwork. At the same time, our evidence shows that the benefits of teamwork, in terms of both enhancing work motivation and employee welfare, are confined to self-directive teams, while non-self-directive teams suppress the use of personal initiative and discretion at work."