Journal Article

Activation policies aimed at getting working-age people off benefits and into work have become a buzzword in labour market policies. Yet they are defined and implemented differently across OECD countries, and their success rates vary too. The Great Recession has posed a severe stress test for these policies, with some commentators arguing that they are at best “fair weather” policies. This paper sheds light on these issues mainly via the lens of recent OECD research. It presents the stylised facts on how OECD countries have responded to the Great Recession in terms of ramping up their spending on active labour market policies (ALMPs), a key component in any activation strategy. It then reviews the macroeconomic evidence on the impact of ALMPs on employment and unemployment rates. This is followed by a review of the key lessons from recent OECD country reviews of activation policies. It concludes with a discussion of crucial unanswered questions about activation.

Economic changes, technological and societal currently at work is accompanied by a profound change of business, translating is certainly by job losses, but also creations.  Studies by the National Council of Industry, it is clear that what is involved, this is not the first initial and continuous training system, but the lack of a strategic vision and shared needs medium term to jobs in industry, skills, trades, in knowledge and in recruitment.  It is important that within ad hoc consultation bodies (National Council of Industry Alliance Industry Future ...), all stakeholders (government, industry players, employees and their representatives ...) mobilize to put national and continuing education at the heart of a national ambition industrial reconquest and identify the levers of political cross-industry skills renewal in France, which is in the stakes (priorities committees strategic sector, industry plan future industrial solutions of New France industrial, digital strategy, etc.). A proactive approach and strategic division that will contribute to long-term competitiveness of the industry, the development of activities and employment, and enable career and professional transitions successful. [googletranslate_en]

Science and technology engineering clearly play a key role in the competitiveness of developed countries. The issues of the adequacy of skills acquired by graduates in business expectations and that enrollment of graduates who have completed a qualification level given the recruitment needs of a particular industry are indeed crucial. In France, all the statistics show, there is no overall, short-term shortage of risk of technicians and engineers. By cons, recruitments are powered in some sectors and medium and long term the country is likely to have only a very small fraction of the global pool of talent.  The corporate world also suffers from a lack of information among young people: it is essential to generalize the contacts between the educational and industrial sectors so that they can again "dream." [googletranslate_en]

This article attempts to identify the determinants that allowed partners of large audit firms (GCA) in France to access the Top management (TM). We conducted 19 semi-structured interviews with members of the GCA governance bodies. Four key dimensions explaining each access to TM audit firms have been identified: the criteria of success of the individual, organizational, vis-å-vis stakeholders and leadership. [googletranslate_en]

New research by the McKinsey Global Institute (MGI) examines the growth challenge facing the United States and explores how U.S. business and government can contribute to the economy's renewal by reinvigorating their drive toward higher productivity. As baby boomers retire and the female participation rate plateaus, the U.S. economy will receive significantly less lift from increases in the labor force and will have to rely increasingly on productivity gains to fuel growth. The report finds that the United States needs a 34% acceleration in productivity growth if it is to match the GDP growth rates of the past 20 years—and that this is possible. Three‐quarters of the necessary productivity growth acceleration can come from the efforts of private‐sector companies operating within the current regulatory and business environment. Even the best‐performing companies and sectors still have headroom to boost productivity by emulating the best practice of others and tapping into new innovations and coming up with new innovations of their own. The remaining one‐quarter—and more—can come from government and business working together to address barriers that now limit growth. MGI lays out a seven‐point agenda for action to spur productivity.

The level of digital economy development pertains to digitalization and high level of ICT usage as well as deployment of high-tech solutions for achieving market value, higher productivity and innovation. To capitalize on the opportunities that have emerged from high-tech solutions, businesses need digitally skilled workforce that can deploy advanced technology in daily business operations. Thus, digital skill upgrading has become a key priority for most businesses and key priority for every economy to compete globally. A combination of digital skills and entrepreneurial skills would be main prerequisite for success in future as workforce with such skill set will be able to carry out work in a technology-rich environment and to seize the opportunities derived from technology advancements in business innovations.

The mechanism through which outsourcing favourably impacts on workplace performance, particularly productivity, is still unclear. I explore the hypothesis that it does so by impacting workers’ training. I use AWIRS-1995, a matched employer–employee survey that reports ample information on the extent of technology and organizational change in Australian workplaces. I find that there is a positive and significant impact of outsourcing on training when I do not control for the correlation between ununobservable factors in these two binary outcomes. However, once I control for this correlation using a bivariate probit estimator, the training impact of outsourcing becomes negative. I then assess the sensitivity of the outsourcing effect to endogeneity by using the method advocated by Altonji et al. (J Polit Econ 113(1):151–184, 2005) to find that this latter result persists even in the presence of a low correlation between unobservables.

Through the example of the portage, this article aims to explore the links between employment status and skills necessary for performing work in the digital era capitalism. This form of employment, which allows independent workers to gain employee status by signing a contract with a third-party employer (company portage), participates as a redefinition of roles employer and employee, while transforming the way trading links operate between client and worker. In us based on interviews with employees worn, interviews with directors and permanent porting companies, as well as a press review, we will seek to explore the impacts of ubérisation on a population often ignored by these analyzes : the intellectual professions. We will ask how well a specific platform type portage of businesses come out with other digital platforms and contribute to pluralisation skills mobilized by worn in the daily exercise of their work. [googletranslate_en]

Purpose - The purpose of this paper is to analyze the moderating roles of future job expectations and efficacy beliefs in employees’ responses to unmet job expectations, i.e. emotional exhaustion, job satisfaction, and turnover intention. It also investigates whether and how work experience influences the interactive effects of unmet job expectations and efficacy beliefs on employees’ responses. Design/methodology/approach - Data were collected from 227 employees from a wide range of sectors. Hierarchical multiple regression analyses were used to test the hypotheses. Findings - The results showed that the relationships between unmet job expectations and emotional exhaustion and job satisfaction were stronger for employees with more positive future job expectations. In addition, efficacy beliefs moderated the relationship between unmet job expectations and turnover intention. For employees with more work experience, efficacy beliefs had a stronger moderating role in the relationship between unmet job expectations and the employees’ responses. Research limitations/implications - The common method variance might have inflated main effects at the expense of interaction effects. This study contributes to the understanding about the job expectations literature by demonstrating how individual-level factors moderate employees’ responses to unmet expectations. Practical implications - The results suggest that organizations need to manage their employees’ future job expectations, especially when these employees have higher levels of self-efficacy and work experience. Originality/value - This study is one of the first attempts to empirically explore how employees differ in their responses to unmet job expectations.