Fiscal stimuli in the form of job creation subsidies

This paper examines the effects of fiscal stimuli in the form of job creation subsidies in a DSGE model with search friction and endogenous job separation. We consider two types of job creation subsidies: a subsidy for the cost of posting vacancies and a hiring subsidy. This paper finds that the effects of job creation subsides on unemployment differ between models with and without endogenous job separation. While a positive job creation subsidy shock lowers unemployment in a model without endogenous job separation, it increases unemployment in a model with endogenous job separation. We also find that while qualitatively the effects of a vacancy cost subsidy on the economy are similar to those of a hiring subsidy, quantitatively they are different.     

Organizational CQ: Cultural intelligence for 21st-century organizations

We live in an age of massive global disruption. Technological advancements threaten century-old business models, globalization is reordering supply chains, and people need to work with colleagues and customers who have vastly different backgrounds. On top of that, we have been in the midst of a global pandemic, and customers, employers, and investors are demanding more than just a Black Lives Matter social media post from organizations that purport to take social justice seriously. Organizations with high cultural intelligence (CQ) are able to navigate this volatility and complexity effectively. Over the last two decades, scholars from across the world have published hundreds of articles on CQ, the capability to relate and work effectively in complex, culturally diverse situations. Most of the work has examined CQ at the individual level. But what about organizations? Can organizations be culturally intelligent? The emerging research on CQ at the organizational level offers leaders and organizations critical insights for navigating today’s diverse, digital world. Organizational CQ is a firm’s capability to function effectively in a complex and unpredictable multicultural world. This article stresses the importance of the culturally intelligent organization and explains how to develop organizational CQ.     

Ethnic discrimination in hiring,labour market tightness and the business cycle - evidence from field experiments

Several studies using observational data suggest that ethnic discrimination increases in downturns of the economy. We investigate whether ethnic discrimination depends on labour market tightness using data from correspondence studies. We utilize three correspondence studies of the Swedish labour market and two different measures of labour market tightness. These two measures produce qualitatively similar results, and, opposite to the observational studies, suggest that ethnic discrimination in hiring decreases in downturns of the economy.     

Publish or peer-rich? The role of skills and networks in hiring economics professors

This paper analyzes the determinants of success at the concours d'agrégation en sciences économiques. This is a centralized hiring procedure through which professors of economics are selected in France. Using detailed data from all concours held between 1984 and 2003, we focus on the role of the candidates' publication records (number and quality of articles) and networks (defined as professional links between candidates and the jury members who take the recruitment decisions). Both sets of variables have statistically significant effects on the likelihood of getting hired. The effect of network connections is important in the sense that a substantial improvement of the publication record is needed to compensate for not being linked to the jury.     

What are the determinants of hiring? The importance of product market demand and search frictions

In this article, we study the importance of product market demand and search frictions for hiring. We use a search-matching model with imperfect competition in the product market to derive an equation for total hiring in a local labour market, and estimate it on Swedish panel data. If product markets are imperfectly competitive, product demand shocks should have a direct effect on employment for given levels of prices and wages. Our main finding is that product demand has such a direct effect on hiring. This highlights the importance of taking imperfect competition in the product market into account in studies of employment dynamics and hiring. We also find that, for given levels of prices, wages, and product demand, the number of unemployed workers in a local labour market has a positive effect on hiring, suggesting that search frictions matter. Quantitatively, product demand shocks seem to be more important for understanding the variation in hiring than shocks to the number of unemployed workers.     

Virtual interviews vs. LinkedIn profiles: Effects on human resource managers’ initial hiring decisions

This study examined how human resource (HR) managers' assessments of a job candidate's performance in the first virtual interview and his/her LinkedIn profile affect their hiring decisions. Using field data with 44 HR managers' assessments of 400 job candidates' virtual interview performance (Time 1) and their LinkedIn profiles (Time 2), regression analyses reveal that managers' hiring decisions in Time 1 (before checking LinkedIn) is positively affected by interpersonal competence and leadership potential but negatively affected by virtual presence. Virtual presence reduces interpersonal competence's but strengthens leadership potential's positive effects on hiring decisions in Time 1. Having a LinkedIn profile could change managers' decisions. Their hiring decisions in Time 2 become stronger for candidates with a higher overall rating on their LinkedIn profiles but weaker for those with more spelling/grammatical errors. Such findings add to the relevant literature and provide meaningful implications for HR managers and job candidates.     

Fairness reactions to personnel selection techniques in Singapore and the United States

This study investigates reactions to personnel selection techniques from the perspectives of working adults in the United States and Singapore, and provides a comparison of the two samples. Differences in the cultural values of the two countries are used to generate hypotheses. Working adults in Singapore (N = 158) and the United States (N = 108) rated the process favourability of eleven selection procedures and then indicated the bases for their reactions on seven procedural dimensions. Implications for selection in Singapore, the United States and in international contexts are discussed.     

Hiring and Separation Rates Before and after the Arab Spring in the Tunisian Labour Market

We seek to explore the hiring and separation rates in Tunisia before and after the Arab Spring based on quarterly business level data for 503 firms over the span of January 2007 to December 2012. Furthermore, we examine whether employers are willing to dismiss older workers to trigger an effective increase in mobility that will open new opportunities for the youth community. We build our analysis upon six main empirical models to study employment decisions reflected by major indicators such as the number of hiring, number of separations, total employment effects, male‐female ratio, age cohorts, labour mobility and net employment. The results show that the Arab Spring has created structural unemployment trends. In addition, we note that the 2008 global turmoil has fostered the firing level of employment. Our conclusions also indicate that the response of Tunisia's government to high unemployment rates caused by the financial meltdown in 2008 and the events in 2011 was not sufficient to remove the attached lingering effects that still distress the country's labour market. In addition, our findings emphasize the significant challenges faced by Tunisian youth that could be mitigated by efficient policy actions to incentivize training and development geared towards the private sector.     

The era of #MeToo and what managers should do about it

#MeToo has become a global phenomenon since 2017, when many famous women came forward with allegations of sexual harassment (SH) against many famous men. Our purpose here is to help managers of both sexes understand their role in the wake of the #MeToo movement. We reviewed recent research on SH and #MeToo from both academic and practitioner outlets to get a pulse on what is currently being written on these topics. We also studied data we collected on current attitudes and behaviors men and women are experiencing in the wake of #MeToo, as well as examined one of the newer forms of harassment, namely online SH. We use our data and research to explore actions managers can take to prevent SH and respond to it when it occurs. In doing so, we provide new insights for business practice that both managers and scholars need to be aware of, and act upon, in the wake #MeToo.