Purpose – Using the Theory of Planned Behaviour (TPB) framework, the purpose of this paper is to explore whether the standard TPB constructs explained variance in Generation Y (Gen Y) individuals’ intentions to join their ideal organisation. Design/methodology/approach – A mixed methods approach was used featuring qualitative and quantitative methods. Findings – The overall TPB model accounted for a significant 51.6 per cent of the variance in intention to join one’s ideal organisation in the next six months with the significant predictors in the model being subjective norm and perceived behaviour control but not attitude. Research limitations/implications – Using graduating students from a single Australian university sample may mean that the current findings may not extend to all Gen Y individuals. The current study has demonstrated the explanatory utility of the TPB in relation to graduate Gen Y’s intention to join their ideal organisation, providing further evidence of the robustness of the TPB framework in an organisational setting. Practical implications – These findings have implications for enhancing understanding of the most effective recruitment processes for Gen Y students entering the workforce. The findings could inform recruitment policies and strategies to attract Gen Y applicants. Originality/value – To the authors’ knowledge this study is the first application of the TPB to this topic. The current research extends the recruitment literature with a theoretically based investigation. Identification of factors which inform organisational recruitment strategies, allow organisations to stand out from their competitors and potentially achieve a larger application pool from which to select the best human capital and sustain competitive advantage.

A number of recent studies suggest that employer-paid training is on the decline in the United States. The present study provides empirical evidence on the issue by analyzing data on employer-paid training from the Survey of Income and Program Participation, a nationally representative data set. The findings reveal a 28% decline in the incidence of training between 2001 and 2009. Very few industries were immune from the decline, and the pattern was evident across occupation, education, age, job-tenure, and demographic groups. A decomposition of the difference in training incidence reveals a diminishing large-firm training effect. In addition, the workforce appears to have had the educational credentials by 2009 that, had they occurred in 2001, would have led to substantially more training.

The study reveals that the positive correlation between formal education and job training (complementarity) has weakened during the 2000s. Using U.S. Census Bureau data from the Survey of Income and Program Participation, the study finds that although workers in all categories of educational attainment felt the decline, the effects were strongest among workers in the middle of the educational spectrum. Decomposition analysis indicates that workers’ education profiles in 2009 were more conducive to training than in 2001, which implies that policies focusing on individual characteristics to elicit additional job training will likely not be effective.

From its position in the organization, middle management has a strong impact on the success of the changes. However, this population is often absent from the literature on change. Our paper aims to explore the roles of the intermediate face hierarchy change by distinguishing between the different levels within it. [googletranslate_en]

The evolution of psychological contracts and taking control of their careers by individuals question the place of career management in organizations. This article proposes to apprehend through the evolution of the career management profession, in a forward-looking approach. The results show that far from having disappeared, the career manager to accompany the changes in the business, and take on new challenges. [googletranslate_en]

Since 2013, there has emerged in France a set of initiatives promoting training in computer code. Presented as obvious as an accompaniment to the digital transformation of organizations, this craze for short courses will give birth in 2015 to a national scheme called "Great School Digital", which accredits these courses and aims to train 10,000 new people in three years. There are now 400 and labeled programs by this device and many thousands of people trained through them. The institutionalization of this device was very quick: there are indeed less than nine months between the announcement and its implementation. The objective of this article is to show how this valuation may seem paradoxical. We will see in fact that around the concept of "computer code" there is a promotion of it as a skill. Indeed, this valuation code is played primarily on a symbolic level. Theoretically and empirically, she confronts many contradictions, both from the standpoint of the history of computer programming instruction than that of the space occupied by IT developers in the division of labor, and especially economic and social views, especially on the issue of employability. [googletranslate_en]

The extant literature shows that the connection between KM strategy and business strategy and business strategy and IT strategy has been extensively studied. However, the link between KM strategy and IT strategy remains unclear. To better understand how KM strategy influences IT strategy and vice versa within the context of business strategy, we synthesize the literature and contribute to the conceptualization of a triadic connection of the influences between business, KM and IT strategies and its deeper understanding in determining efficacy of knowledge use in organizations.

The intelligence technologies and artificial learning are at the heart of the big data movement we know today. They create a lot of enthusiasm on the part of managers of the company. By automating some of the work inferential RELATED ITEMS traditionally professional management, artificial agents are so many innovations in the field of economic intelligence. To better understand the shapes of these innovations, we propose in this paper to explore how machines can learn and decide. To do this, we examine the specific case of an artificial agent applied to the customer relationship management and mobilized more than fifty e-tailers. [googletranslate_en]

By redistributing the competitive advantages between industrialized and low-cost countries and disrupting well established positions, climate challenges, energy or digitization are real opportunities for French industry. The technological, economic, social and environmental current and future have the potential to stop the infernal dynamic of deindustrialization that strikes so severely our country for decades. Better: these mutations can sign the advent of a new industry in conquering France, and more than in the past because this industrial France will be more competitive, more innovative and attractive. To us, the public and private actors, to support and ensure a successful transition and happy to the industry of tomorrow by acting on three key levers: investment in innovation, enterprise internal processing and construction industrial Europe. [googletranslate_en]