Canaries in the mine shaft: women signalling a new career model
Article Type: Abstracts From: Human Resource Management International Digest, Volume 18, Issue 2
Shapiro M., Ingols C., Blake-Beard S., O’Neill R.People & Strategy (USA), 2009 Vol. 32 No. 3, Start page: 52, No. of pages: 8
Purpose – Points out that the number of women who are leaving the US workforce might be an early warning of future skill shortages unless firms adapt to how women (and other employees) want to work. Discusses how human resource management practices can be adapted in the light of this. Design/methodology/approach – Based on survey of 389 women attending a US leadership conference, analyses how they manage their careers and the mismatch between this and the employment/career structures within organizations. Underlines that women are looking for the flexibility that will enable them to manage their careers and other areas of their lives effectively and asks if this is being recognized by US firms. Explains the actions that organizations need to take to accommodate the increasing need for flexible working within the workforce. Findings – Terms the women’s approach to their carers as“career self-agency”. Argues that this requires firms to enable employees to take control of where, when and how much they work. Describes the implications of this for job design, recruitment, training and development,appraisal, remuneration and retention. Research implications/limitations –Outlines the research methods. Originality/value – Describes how organizations can meet the demand for flexible working among employees.ISSN: 0199-8986Reference: 39AA398
Keywords: Women, Flexible working, Career development,United States of America
