首页
登录
职称英语
Job Satisfaction and Personnel Mobility Europe, and ind
Job Satisfaction and Personnel Mobility Europe, and ind
游客
2024-01-04
46
管理
问题
Job Satisfaction and Personnel Mobility
Europe, and indeed all the major industrialized nations, is currently going through a recession. This obviously has serious implications for companies and personnel who find themselves victims of the downturn. As Britain apparently eases out of recession, there are also potentially equally serious implications for the companies who survive, associated with the employment and recruitment market in general.
During a recession, voluntary staff turnover is bound to fall sharply. Staff who have been with a company for some years will clearly not want to risk losing their accumulated redundancy fights. Furthermore, they will be unwelling to go to a new organization where they may well be joining on a "last in, first out" basis. Consequently, even if there is little or no job satisfaction in their current post, they are most likely to remain where they are, quietly sitting it out and waiting for things to improve. In Britain, this situation has been aggravated by the length and nature of the recession--as may also prove to be the case in the rest of Europe and beyond.
In the past, companies used to take on staff at the lower levels and reward loyal employees with internal promotions. This opportunity for a lifetime career with one company is no longer available, owing to downsizing" of companies, structural reorganizations and redundancy programmes, all of which have affected middle management as much asthe lower levels. This reducetion in the layers of management has led to flatter hierarchies, which, in turn, has reduced promotion prospects within most companies. Whereas ambitious personnel had become used to regular promotion, they now find their progress is blocked.
This situation is compounded by yet another factor. When staff at any level are taken on, it is usually from outside and promotion is increasingly through career moves between companies. Recession has created a new breed of bright young graduates, much more self-interested and cynical than in the past. They tend to be more wary, sceptical of what is on offer and consequently much tougher negotiators. Those who joined companies directly from education feel the effects most strongly and now feel uncertain and insecure in mid-life.
In many cases, this has resulted in staff dissatisfaction. Moreover, management itself has contributed to this general ill-feeling and frustration. The caring image of the recent past has gone and the fear of redundancy is often used as the prime motivator.
As a result of all these factors, when the recession eases and people find more confidence, there will be an explosion of employees seeking new opportunities to escape their current jobs. This will be led by younger, less-experienced employees and the hard-headed young graduates. "Headhunters" confirm that older staff are still cautious, having seen so many good companies "go to the wall", and are reluctant to jeopardize their redundancy entitlements. Past experience, however, suggests that, once triggered, the expansion in recruitment will be very rapid.
The problem which faces many organizations is one of strategic planning; of not knowing who will leave and who will stay.A Often it is the best personnel who move on whilst the worst cling to the little security they have.B Whilst this expansion in the recruitment market is likely to happen soon in Britain, most employers are simply not prepared.C With the loss of middle management, in a static marketplace, personnel management and recruitment are often conducted by junior personnel.D They have only known recession and lack the experience to plan ahead and to implement strategies for growth. This is tree of many other functions, leaving companies without the skills, ability or vision to structure themselves for long-term growth. Without this ability to recruit competitively for strategic planning, and given the speed at which these changes are likely to occur, a real crisis seems imminent. [br] According to paragraph 2, many staff are not leaving their jobs because they
选项
A、will lose their redundancy rights.
B、would join a new company on a "last in, first out" basis.
C、are waiting for the economy to pick up.
D、are dissatisfied with their current position.
答案
C
解析
转载请注明原文地址:https://tihaiku.com/zcyy/3334371.html
相关试题推荐
(By)thelate(twelve)century,stainedglass(hademerged)inEurope(asan)in
European(settlers)inNorthAmericamovedfromtheAtlantic(coastacross)3,00
JobSatisfactionandPersonnelMobilityEurope,andind
JobSatisfactionandPersonnelMobilityEurope,andind
JobSatisfactionandPersonnelMobilityEurope,andind
JobSatisfactionandPersonnelMobilityEurope,andind
JobSatisfactionandPersonnelMobilityEurope,andind
HistoricalChangesintheEuropeanArtWorld1.Europeanartists
HistoricalChangesintheEuropeanArtWorld1.Europeanartists
HistoricalChangesintheEuropeanArtWorld1.Europeanartists
随机试题
A------TakeCareNottoLeaveThingsBehindJ------ShootingProhibitedB------L
[originaltext]TheClintonadministrationiswarningofdireconsequencesif
BothofJim’sparentsdiedinthewarseveralmonthsafterhewasborn,sohewa
电阻抗型血液分析仪对白细胞进行分类的依据是A.白细胞自身的体积 B.加入溶血素
我国对于营业账簿征收( )A.营业税 B.消费税 C.印花税 D.所得税
均善于行脾胃气滞的药物是A.陈皮,枳实B.木香,香附C.香附,柴胡D.沉香,川楝
人口平均预期寿命是反映一个国家和地区人民健康水平的重要指标。第六次全国人口普查显
如果一位受测者在EPQ的E量表上的T分数为35分,则其性格倾向为() A
在现代物流中更加强调仓储的()。A.效率性 B.动态性 C.经济性 D.
下列哪一项不是病例对照研究的基本特点A.观察方法由"果"及"因" B.不能确证
最新回复
(
0
)