A Study: Those Not Working in a Tight Labor Market, Milwaukee, Wisconsin. Greenleigh Associates

1968 ◽  
Vol 42 (2) ◽  
pp. 289-289
Author(s):  
Kate Mullins
2017 ◽  
Vol 49 (4) ◽  
pp. 230-246 ◽  
Author(s):  
Anaïs Thibault Landry ◽  
Allan Schweyer ◽  
Ashley Whillans

Given the struggle that many organizations face hiring and retaining talent in today’s tight labor market, it is critical to understand how to effectively reward employees. To address this question, we review relevant evidence that explains the importance of workplace rewards and recognition. Based on a review and synthesis of the current literature, we make the case that organizations should move beyond salary and traditional cash rewards to place greater emphasis on nonpecuniary, tangible and intangible rewards and recognition initiatives. We further highlight the importance of aligning rewards with universal psychological needs. Finally, we discuss the need to conduct more research to understand when and for whom cash and noncash rewards increase intrinsic motivation, organizational commitment and optimal functioning in order to improve the design and implementation of existing reward programs.


Author(s):  
Anastasiya G. Bobrova ◽  

The article presents an analysis of the development indicators of the districts with a tight labor market situation in the Republic of Belarus. It considers the vacancies and resumes in these districts placed in the All-Republican bank of vacancies, Praca. by and rabota.by portals. The main mismatches between supply and demand at the labor market as one of the obstacles to socioeconomic development in the regions have been revealed.


2019 ◽  
Vol 6 (2) ◽  
pp. 15
Author(s):  
Arto Kovanen

Wage growth and consumer price inflation in the United States remain weak, despite robust labor market and a healthy economy. This has been a conundrum for policymakers and economists alike, albeit it is not without parallels. In this paper, we analyze recent trends in the labor market. We point out that a number of indicators are providing mixed signals about the tight labor market, including wage growth that has remained muted, vacancy duration rates that have stayed remarkable stable in certain sectors, and the rate of capacity utilization, which is cyclically low and out of sync with other measures of resource utilization (e.g., output gap and unemployment rate). This leads us to conclude that there could be other forces that explain these phenomena. In this paper, we focus on capacity utilization and contend that low capacity utilization rates are the outcome of strategic decision-making by corporations, rather than inefficient demand, which permits firms to manage their resources more effectively. It seems to be particularly important when economic and policy uncertainties are elevated, such as in the post-financial crisis environment. More flexible use of capacity has implications not only for the labor market, but also for investments. Understanding capacity utilization would contribute to monetary policy formulation when the signal coming from the rate of capacity utilization is not consistent with those coming from the labor market and the output gap. This points to the need to continue monitor a broad range of indicators to avoid potential policy errors.


2020 ◽  
Vol 20 (12) ◽  
Author(s):  

Th economy has performed well in recent years, supported by prudent management and effective structural reforms. Growth remains strong and unemployment is at a record low. Inflation is above the euro-area average, consistent with Estonia’s convergence process. Wages are rising, reflecting a tight labor market and skill shortages at the high end of the labor market. Absent reforms to boost productivity and manage demographic challenges, however, growth will slow notably. The authorities need to guard against potential overheating in the near term while taking advantage of sizable fiscal buffers in the medium term to support innovation and labor supply and reduce inequality.


2000 ◽  
Vol 11 (6) ◽  
pp. 55-58
Author(s):  
Phillip M. Perry

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