Ethnic minorities have lower wages compared to the ethnic majority in most EU-countries. However, to what extent these wage gaps are the result of prejudice toward ethnic minority workers is virtually unknown. This study sets out to examine what role prejudice play in the creation of the ethnic wage gap in one of Europe’s most egalitarian countries, Sweden. The analysis takes into account the important distinction between average employerattitudes and the attitude of the marginal employer. Our results confirm that the attitudes of the marginal employer – but not those of the average employer – are important for the ethnic wage gap. This relationship becomes even stronger when potential measurement error and other forms of endogeneity are accounted for by controlling for a rich set of variables and implementing instrumental variable techniques.
https://www.onlinesurveys.ac.uk), a platform selected due to compliance with all UK data protection laws and the potential for access control, encryption and account security. The survey included nine items on organisation profiles, seven items on employerattitudes around workplace health, and 16 items on company provision of GHCs, their content and the nature of their delivery. There were 13 items on employerattitudes towards workplace HIV testing (including benefits and barriers to HIV testing, and requirements for future guidance for employers around HIV testing). No pre-existing survey was available and so the survey content was developed by the research team and reviewed by an panel of 10
During the interview, the researchers asked the participants to respond to four open- ended questions. The first question was about identifying barriers to employment for people with visual impairments. Almost all of the participants described negative employerattitudes as an employment barrier. For example, one participant said that “attitudinal barriers are fundamental . . . people are scared to death of going blind, employers are fearful and ignorant about what a person with a visual impairment can do, and … it comes more from their lack of understanding and their fear” (Butler et al., 2005, p. 6). The second question was about identifying ways to overcome negative employerattitudes. The participants noted that they used nonthreatening methods. For example, some of the participants said that they usually meet with employers to share success stories or discuss disability laws, such as the Americans with Disabilities Act. Other participants said that they usually meet with employers to encourage them to increase their contact with people with visual impairments. The final two questions were about identifying ways to overcome transportation and print access issues.
fact, one of the merits of this study is that the questionnaire was carefully targeted at the HR department and by using personalised emails most of the data was collected among high level managers and directors. Not included in this study, but interesting directions for further research, is the importance of the relationship between the employer and employee (Brewer and Hensher, 2000), the socio-economic status of the workforce and the organisational culture (Rye, 1999b). Overall the respondents are expected to be more positive towards PHA and mobility management than the average employer. Hence, the results reflect the uppermost positive boundary and the results for all employers are likely to be less optimistic. Despite these limitations, a number of interesting conclusions are derived from this first study on employerattitudes towards Peak Hour Avoidance. This study had an explorative nature and because PHA is a new measure which has been studied only to a limited extent, the conjecture of our conceptual model should be seen as a first attempt for which alternative specifications might very well be possible too. Furthermore, when a relation is confirmed it only means that this relation is plausible. Hence, the results of this SEM as part of the explorative study should be carefully interpreted. Especially with a complex model that cannot be based on firm hypothesis, further testing and validating is always necessary.
expectations for employees with and without disabilities because such comparisons may reveal potential discrepancies in the requirements of employability skills, which schools can then take into account when preparing students with disabilities for employment (Bricout & Bentley, 2000). Furthermore, existing research on employability skills has not investigated employers’ perceptions within the context of their attributes, such as gender of respondents, types of industries, and company size. For example, the sector of a given business or industry can be a factor that affects employers’ attitudes towards the employment of individuals with disabilities (Unger, 2002). Finally, most studies that have addressed employers’ expectations of employability skills were conducted in 1980s and 1990s. However, the importance of entry-level employability skills may change over time due to the evolution of knowledge, technology, and globalization.
6 In addition to the summary data presented in tables 1, 2, and 3, we used ordered probit regressions to estimate the effect of employer and respondent char- acteristics on evaluations of the relative productivity, cost, and attractiveness of older workers. The results, which are presented in Appendix C, are consistent with the tabulations presented in the tables. In both the ordered probits and the tabulations in the text, the few respondents who answered “don’t know,” “not applicable,” “it depends,” or refused to answer a ques- tion were included as “the same,” as the response suggests a lack of distinction between old and young workers. Results of the tabulations and regressions that excluded these responses were much the same as those which included these responses.
For an employment relationship to be established, the first step that must be taken is the publication of the vacancy by the employer (through daily newspapers or using the national employment agency publication mechanisms or private HR-specialised agencies). The employer will select the best candidate within a maximum of 15 days from the expiry date of the public notification. The employment officially commences with the conclusion of a written employment contract between the employer and the employee. The Employment contract (which can be concluded for a predetermined duration- up to 5 years - or an indefinite period) must be kept at the work premises at all times and must specify certain employment aspects, such as the employment commencement date, location, duration, full vs. part –time, working hours, salaries and benefits, vacation leave allowances and other details the employer requests, provided that they are in accordance with the Labour Law. Should provisions of the individual employment contract be in breach of the Labour Law, they are rendered invalid. The Employer must also register the employee for social insurance and in the health fund and provide the employee with a copy of the registration document.
Every employer must, by law, establish and maintain a written IIPP (Injury and Illness Prevention Program). Our IIPP Handbook options will help you meet that requirement. The guidelines follow the outlined CAL/OSHA procedures for developing the Injury and Illness Prevention Program and are designed to meet CAL/OSHA requirements as required by Title 8 of the California Code of Regulations.
Are you looking for a previous employer to determine your eligibility for membership in the OMERS Primary Pension Plan? If think your previous employer was an OMERS employer but you don’t see them on this list, contact OMERS Client Services at 416-369-2444 or 1-800-387-0813. Your previous employer could be related to or amalgamated with another OMERS employer and not listed separately here.
However, it is safe to affirm that nowadays private HEI are a better partner for employers than public HEI in the employer-university cooperation. This affirmation finds its basis in employers’ feedback as well as that pro- vided by graduates once they are employed. The latest trends are also going in the direction of employer orienta- tion and preference for graduates from private HEI. The reasons for this are many. The first is that the practical work is more noticeable in private HEI and that the connection and cooperation between students and employers is often established during their education at the private HEI. There are manifold types of connections both in private and public HEI, such as job-seeking organizations consisting of members of the student body and also of the employers. Examples of such organizations may be observed in Poland and Austria. An additional advantage are the connections that enable student internships without the long wait for an open spot, which is more than a frequent problem in Croatia, especially in some areas of law and medicine. Naturally, there are also other con- nections which are very useful for both students and employers. As far as Croatia is concerned, the connections between students and employers are scarce.
qualitative study. The literature study resulted in an overview of how employer attractiveness and employer branding can be distinguished. There are a few small differences between employer branding and employer attractiveness. Employer attractiveness is a more static concept, in which a company determines its attractiveness elements. Employer branding is focused on communicating the elements that make the company attractive as an employer. This makes both concepts complement each other. It became clear from the literature study that a company should communicate those attractiveness elements through employer branding and align this message with the internal situation. Questionnaires were conducted among Master students of three different universities as well as employees in office functions of two locations of 'Saint-Gobain Abrasives B.V.'. The results show that employees and students find working environment, work-life balance, leadership style, task variety and decision making autonomy important aspects for the attractiveness of an employer. However, employees are significantly more interested in familiarity with the company and diversity, while students pay more attention to training & development, flexibility in working hours and task significance. A total of 14 Interviews (7 students and 7 employees) were conducted within the same target group. The interviews confirmed the completeness of the questionnaire and added details about some aspects of employer branding. The results of the interviews confirmed the
It is possible for many participants to do further internship programs as long as they are still current students or within one year of graduation . However, we require that a participant return to his or her home country to complete a semester of school before applying for another internship . In most cases, though, the participant will not be permitted to return to the same host employer . Additional internships and training programs must expose a participant to new skills, tasks and responsibilities, while still providing a training opportunity . Returning to the same host employer usually does not provide the opportunity for additional training and instead tends to result in an ordinary employment situation, which is not permitted on a J-1 Visa .
It is extremely important that record 6 field 7, in positions 40-44 contain your 4-digit PERS Employer number, beginning with a zero (for example, 04223 or 02009). Placing your employer number in an addendum record will not satisfy this requirement. If this field is incomplete it may delay crediting of your payment to your statement balance, or cause your payment to be returned. This field allows PERS to identify each employer.