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New Employer (new + employer)
Selected AbstractsTalent sourcing solutions in today's fragmented media realityGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 3 2009Matthew Adam Gone are the days when a company could count on the Sunday classifieds to reach all its potential job candidates. Job seekers are using a plethora of new media tools, and it's time for employers to do the same. The author discusses recruiting strategies for conveying the employment brand, creating positive touch points to build relationships with job seekers not yet ready to apply, and reaching the large field of passive candidates not yet actively seeking a new employer. The author also discusses ways to turn a company jobs Web site into a powerful recruiting platform and provides ten online tools for driving applicant traffic to the site. © 2009 Wiley Periodicals, Inc. [source] The Behavioral Foundations of Trade Secrets: Tangibility, Authorship, and LegalityJOURNAL OF EMPIRICAL LEGAL STUDIES, Issue 2 2006Yuval Feldman This article examines whether the nature of information protected by trade secret law affects departing employees' normative judgments of obedience to trade secret law. This examination assesses two main dimensions: tangibility (whether the employee downloaded the confidential information) and authorship (whether the employee developed the confidential information by himself or herself). The data was collected from a nonrandom multi-sourced sample of 260 high-tech employees in Silicon Valley. Tangibility affected almost all the factors that were measured (such as the perceived consensus and participants' own intention to share information), while authorship affected only participants' moral perceptions. Further analysis revealed that the expected social approval of a new employer was the most important mediator of the effect of tangibility on the intention to share trade secrets. [source] An Examination of the Factors that Influence Whether Newcomers Protect or Share Secrets of their Former Employers*JOURNAL OF MANAGEMENT STUDIES, Issue 4 2007David R. Hannah abstract This research investigated the factors that influence a decision that is often faced by employees who have made a transition from one organization to another: the decision about whether to protect secrets of their former employer or to share them with their new co-workers. A total of 111 employees from two high-tech companies participated in interviews. Their comments were analysed and, based on both relevant literature and the results of that analysis, a theory of the factors that influence newcomers' protect vs. share decisions was developed. According to that theory, newcomers first decide whether or not information is a trade secret of their former employer by considering (1) whether the information is part of their own knowledge, and (2) whether the information is publicly available, general, and negative (about something that did not work). If newcomers decide the information is a trade secret, they then evaluate (1) the degree to which their obligations are biased towards their former or new employer, and (2) the degree to which they identify more strongly with their former or new employer. Newcomers whose obligations and identifications are biased towards a new employer are more likely to share secrets. If these obligations and identifications are balanced, newcomers may share information in a way that allows them to believe they are fulfilling their responsibilities to both their former and their new employers. [source] | ||||||||||