Employability: a substitute for loyalty?

By Yehuda Baruch. 2001

202 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/16fece336aa4ad2e6c421107748cb455b0ef8aaa

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Transforming careers:from linear to multidirectional career paths (2004, background): “Employers can no longer provide secure jobs, and stopped even to pretend that such a commitment is manageable – instead they can help employees to improve their competence and ability to acquire employment in case they are made redundant or just decide to move on (Baruch, 2001).”
The changing nature of the traditional expatriate psychological contract (2009, background): “A second response from employees has been to place less emphasis on job security and take more responsibility for their career development by building competences and networks in order to remain employable and attractive to the external labour market ( Baruch, 2001”
You Paid for the Skills, Now Keep Them: Tuition Reimbursement and Voluntary Turnover (2004, background): “Understanding how tuition reimbursement affects employee turnover is particularly important for companies today as general skill development has become a central part of employability policies intended to help retain employees and gain their commitment in an era of reduced job security (Bagshaw, 199”
Can do or will do? The importance of self-efficacy and instrumentality for training transfer (2008, background): “This omission is serious since employees use instrumentalitybased calculations when analysing exchanges with their organizations and when thinking about training outcomes (Baruch 2001; Tharenou 2001).”
Relationship between protean career orientation and work–life balance: A resource perspective (2015, background): “Furthermore, in addition to consistent depictions of employability as a function of work-related skills and abilities (Baruch, 2001; Benson, 2006; DiRenzo & Greenhaus, 2011; Smith, 2010), investing in human capital has been shown to have a strong influence on continued career progression (Judge, Cab”
Investigating the relationship between employability and self-efficacy: A cross-lagged analysis (2008, background): “Employability is a subject that has become of greater interest in academic literature (Baruch, 2001; Forrier & Sels, 2003a; Garavan, 1999; Hall, 2004) as well as in national and European employment policy documents (see, e.”
Employee development, commitment and intention to turnover: a test of ‘employability’ policies in action (2006, background): “Employability is a concept that emerged through the 1990s along with a growing perception among employees that they cannot count on their employers for long-term employment (Baruch, 2001).”
Employability: a contemporary review for higher education stakeholders (2018, background): “While definitions are varied, in this new era of employment where individuals need to gain employability (Baruch 2001) rather than secure employment (Baruch 2004), employers place importance on an employee’s ability to respond to rapid change.”
The management paradox (2011, background): “), which basically concerns the illogicality of asking employers to endorse employability as a human resource strategy ( Baruch, 2001”
Job Insecurity and Well-Being: Moderation by Employability (2008, background): “1.3 Job Insecurity and Perceived Employability Some authors have argued that employability may not replace job security (Baruch 2001), as predicted by advocates of the boundaryless career concept.”
Job Search and Voluntary Turnover in a Boundaryless world: a Control Theory Perspective (2011, background): “Research within the careers literature regularly depicts employability as a function of work-related skills and abilities (Baruch, 2001; Benson, 2006; Berntson et al., 2010; Smith, 2010)—important components of knowing-how competencies.”
A competence‐based and multidimensional operationalization and measurement of employability (2006, background): “Another positive side effect lies in the fact that the core of people working in the organization benefit as they experience less competition for promotions (Barnett & Miner, 1992), and for lifetime employment (Baruch, 2001) (see Barnett & Miner, 1992, for an elaborate overview and more details on t”
The moderating role of employability in the association between job insecurity and exit, voice, loyalty and neglect (2010, methodology): “As employment relations have changed from stable and long-term to shorter, more flexible and variable (Hiltrop, 1995), it has been argued that employable individuals in general seek out environments that include opportunities for self-development and possibilities for the enhancement of knowledge an”
Human resources development practices and their association with employee attitudes: Between traditional and new careers (2007, background): “Employees however do not always welcome such a transformation, even if under the new deal they are offered broader skills, flexibility and diversity of experiences (Baruch, 2001; Herriott & Pemberton, 1995).”