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The Right Stuff
By: Danny L. Smith – The Entrepreneurs Journey
Hiring is one of the most important responsibilities in any business. Yet far too often, leaders rush the process, default to people they “click” with, or focus only on experience. The result is mismatched roles, disengaged employees, and stalled progress. If you want your business to grow with clarity and energy, you must be intentional about hiring the right people, not just good people.
A helpful way to understand hiring fit is by recognizing the difference between Starters and Finishers.
Starters bring energy to new ideas, projects, and problems. They thrive in ambiguity, love brainstorming, and enjoy launching new initiatives.
Finishers bring order, focus, and follow-through. They take ideas across the finish line, ensuring consistency, accuracy, and results.
Both are essential. Hiring a Starter into a Finisher role often leads to fatigue and incomplete work. Hiring a Finisher into a Starter role can result in frustration and hesitation. Knowing whether a role requires momentum or structure, initiation or execution, can determine whether the work flows or stalls.
Just as roles differ, so do the phases of business growth. Not everyone is suited for every stage. The person who thrives in the fast-moving, creative chaos of a startup may not be the same person who excels when structure and systems are needed. A generalist may help you launch, but a process-oriented specialist may be necessary to scale. As Marshall Goldsmith writes, *“What got you here won’t get you there.”*¹
This is why hiring should focus on matching strengths to needs. The right person in the wrong role will underperform. The right person in the right role, at the right time, will multiply results and sustain momentum.
Tools like the Working Genius assessment can provide valuable insight. It identifies whether someone’s natural contribution lies in ideation, activation, or implementation. When used thoughtfully, it helps leaders place people where they will thrive and contribute with consistency and joy.²
As Marcus Buckingham says, *“People don’t grow by working on their weaknesses. They grow by building on their strengths.”*³ Hiring for strengths allows your team to work with confidence, instead of constantly trying to overcome misalignment.
And John Doerr reminds us, *“Ideas are easy. Execution is everything.”*⁴ That is why hiring both Starters and Finishers is not just helpful, it is essential. Ideas without implementation are just inspiration left unrealized.
Four Key Hiring Principles:
- Know what the role actually needs. Is this a starting challenge or a finishing challenge?
- Hire for strengths, not just skills. Pay attention to how someone naturally works, not only what they have done.
- Avoid duplicating yourself. Bring in people who fill gaps in your leadership and team.
- Hire for your current and future stage. Match talent to where your business is now and where it is headed.
Hiring the right person is not about filling a seat. It is about creating alignment that leads to meaningful progress. When strengths and roles match, people flourish, and your business does too.
References
¹ Marshall Goldsmith, What Got You Here Won’t Get You There (Hyperion, 2007).
² Patrick Lencioni, The 6 Types of Working Genius (Matt Holt Books, 2022); see also http://www.workinggenius.com.
³ Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths (Free Press, 2001).
⁴ John Doerr, Measure What Matters (Portfolio, 2018).
Measuring Trust in a SMBE
Measuring Trust in U.S. Small to Medium-Size Businesses
Trust is the invisible glue that holds high-performing SMBs together. In organizations with 10–500 employees, where personal relationships still matter more than corporate bureaucracy, low trust translates directly into higher turnover, slower decisions, and lost revenue. A 2023 Great Place to Work study found that employees at high-trust U.S. companies are 2.6 times more likely to stay long-term and report 50% lower stress levels than their low-trust counterparts.
Measuring trust is not guesswork; it requires deliberate, repeatable methods suited to the scale and culture of SMBs. Leaders who treat trust as a measurable asset rather than a vague feeling consistently outperform competitors.
Three practical ways to quantify trust in an American SMB:
Annual or bi-annual trust surveys using validated instruments
The most widely used tool in U.S. SMBs remains the 12-item “Workplace Trust Survey” adapted from the Edelman Trust Barometer or the simpler 7-question “Trust Index” from Great Place To Work. Scores above 75% on items like “I can count on leadership to keep promises” and “People here are treated fairly regardless of position” correlate strongly with retention and profitability (Ferrell et al., 2019).
360-degree feedback with specific trust statements
Include calibrated questions such as “This person follows through on commitments” and “This person shares information openly.” Aggregated anonymity protects candor. Companies that track year-over-year changes in upward and peer trust scores typically see corresponding changes in discretionary effort (Dirks & Ferrin, 2002).
Behavioral trust metrics (the “hard numbers”)
• Voluntary turnover rate (below 10% is excellent for most U.S. SMBs)
• Internal referral percentage of new hires (above 40% signals high trust)
• Speed of decision-making (days from proposal to approval)
• Percentage of employees who openly disagree in meetings without fear
These lagging indicators confirm whether cultural interventions are actually moving the needle (Zak, 2017).
Paul Zak’s neuroscience research at Claremont Graduate University shows that employees in high-trust U.S. organizations have 74% less stress, 106% more energy at work, and 40% less burnout. For an SMB with 100 employees and average fully-loaded payroll of $85,000, reducing turnover from 18% to 9% saves approximately $765,000 annually—money that drops straight to the bottom line. Trust is not a soft skill; in American small and medium businesses it is a hard competitive advantage. Measure it regularly, act on the data, and watch engagement, speed, and profits follow.
References
Dirks, K. T., & Ferrin, D. L. (2002). Trust in leadership: Meta-analytic findings. Journal of Applied Psychology, 87(4), 611–628.
Ferrell, O. C., et al. (2019). Trust in the workplace. Business Expert Press.
Zak, P. J. (2017). The neuroscience of trust. Harvard Business Review, January–February issue.
Upskilling Employees in Digital Tools: A Strategic Imperative For Modern Business
In today’s rapidly evolving digital landscape, upskilling employees in digital tools has become a cornerstone of organizational success. As businesses navigate technological disruptions, from artificial intelligence to cloud computing, equipping workforces with relevant digital skills ensures competitiveness, agility, and innovation. Upskilling fosters a culture of continuous learning, empowers employees to adapt to emerging technologies, and drives operational efficiency. This article explores the importance of upskilling in digital tools, its benefits, and best practices for implementation, supported by insights from leading business sources.
The Need for Digital Upskilling
The pace of digital transformation has outstripped traditional workforce capabilities. According to a 2023 McKinsey & Company report, 87% of executives reported skill gaps in their organizations, with digital literacy being a critical area of concern (McKinsey & Company, 2023). As companies adopt advanced tools like data analytics platforms, customer relationship management (CRM) systems, and automation software, employees must be proficient in leveraging these technologies to maximize their potential. Without upskilling, organizations risk inefficiencies, reduced productivity, and an inability to meet customer expectations in a digital-first world. Moreover, the World Economic Forum’s Future of Jobs Report (2023) predicts that 50% of all employees will need reskilling by 2025 due to technological advancements (World Economic Forum, 2023). Digital tools such as Microsoft Power BI, Salesforce, and collaborative platforms like Slack are becoming integral to daily operations across industries. Upskilling ensures employees can harness these tools to streamline processes, make data-driven decisions, and enhance collaboration.
Benefits of Upskilling in Digital Tools
Investing in digital upskilling yields significant returns. A 2024 Harvard Business Review article highlights that companies prioritizing employee training in digital tools see a 20-30% increase in productivity and employee engagement (Harvard Business Review, 2024). Skilled employees are better equipped to handle complex tasks, such as analyzing big data or automating repetitive processes, which directly impacts the bottom line.
Upskilling also enhances employee retention.
A Deloitte study found that 76% of employees are more likely to stay with a company that offers continuous learning opportunities (Deloitte, 2024). By investing in their development, organizations demonstrate a commitment to employee growth, fostering loyalty and reducing turnover costs. Additionally, upskilling promotes innovation. Employees proficient in digital tools can experiment with new solutions, driving creativity and competitive advantage.
Best Practices for Effective Upskilling Programs
To implement successful upskilling initiatives, organizations must adopt a strategic approach. First, assess skill gaps. Conducting a skills audit, as recommended by a 2023 article in MIT Sloan Management Review, helps identify specific digital competencies needed, such as proficiency in cloud-based tools or cybersecurity software (MIT Sloan Management Review, 2023). Tailoring training to these gaps ensures relevance and impact. Second, leverage blended learning. Combining online courses, hands-on workshops, and mentorship programs caters to diverse learning styles. McKinsey emphasizes that personalized learning paths increase training effectiveness by 40% (McKinsey & Company, 2023).Third, foster a learning culture. Leadership buy-in is critical to prioritize upskilling. Harvard Business Review suggests that executives model digital tool adoption to inspire employees (Harvard Business Review, 2024). Recognizing and rewarding employees who master new tools further reinforces engagement. Finally, measure outcomes. Deloitte’s 2024 report advises tracking metrics like tool adoption rates and project efficiency to evaluate program success (Deloitte, 2024). Regular feedback loops ensure continuous improvement of upskilling initiatives.
Challenges and Solutions
Despite its benefits, upskilling faces challenges, including time constraints and resistance to change. To address these, organizations can integrate learning into workflows through microlearning modules—short, focused training sessions that employees can complete during work hours. Additionally, communicating the personal and professional benefits of digital proficiency can overcome resistance, as employees see direct value in their roles.
Conclusion
Upskilling employees in digital tools is no longer optional—it’s a strategic necessity. By addressing skill gaps, organizations can enhance productivity, retention, and innovation while staying ahead in a technology-driven market. Through targeted assessments, blended learning, and a supportive culture, businesses can empower their workforce to thrive in the digital age. As the World Economic Forum aptly states, “The future of work is already here, and it demands new skills” (World Economic Forum, 2023).
Contributor: Dr. Gary D. Seale
References
Deloitte. (2024). The Future of Work: Upskilling for a Digital World. Deloitte Insights.
Harvard Business Review. (2024). “Why Digital Upskilling Is the Key to Productivity.” Harvard Business Review, January-February 2024.
McKinsey & Company. (2023). Building Workforce Skills at Scale to Thrive During—and After—the Transformation. McKinsey Global Institute.
MIT Sloan Management Review. (2023). “Closing the Digital Skills Gap Through Strategic Training.” MIT Sloan Management Review, Fall 2023.
World Economic Forum. (2023). The Future of Jobs Report 2023. World Economic Forum.
Gaining a Competitive Advantage Through Collaboration in Mid-Size Services Businesses in the United States
In today’s dynamic business landscape, mid-size services businesses in the United States face intense competition, driven by technological advancements, globalization, and evolving customer expectations. To thrive, these firms must look beyond traditional competitive strategies and embrace collaboration as a means to achieve a sustainable competitive advantage. Collaboration, whether with competitors, customers, or cross-sector partners, enables mid-size firms to leverage shared resources, foster innovation, and enhance market positioning. This essay explores how mid-size services businesses can gain a competitive edge through strategic collaboration, supported by recent academic insights.
Collaboration allows mid-size services businesses to pool resources, mitigating the limitations of scale that often hinder smaller firms. By forming strategic alliances or participating in business networks, these companies can access advanced technologies, expertise, and markets that would otherwise be out of reach. For instance, Audretsch and Belitski (2023) highlight that collaboration with competitors, though risky due to potential knowledge leakage, can drive innovation and market expansion when managed effectively. Mid-size services firms, such as consulting or IT service providers, can collaborate with technology partners to integrate cutting-edge tools like cloud-based analytics, enhancing service delivery and operational efficiency. This resource-sharing approach reduces costs and accelerates scalability, positioning firms to compete with larger players.
Moreover, collaboration fosters innovation, a critical driver of competitive advantage. Antunes da Silva and Marques Cardoso (2025) emphasize that coopetition—simultaneous competition and collaboration—enables firms to co-create value through shared innovation efforts. For a mid-size marketing agency, partnering with a data analytics firm can lead to innovative service offerings, such as AI-driven customer insights, differentiating the firm from competitors. By integrating diverse expertise, these collaborations create unique value propositions that enhance customer satisfaction and loyalty, key differentiators in service industries.
Collaboration also strengthens market positioning by building agile networks that adapt to volatile market conditions. Bömelburg and Gassmann (2024) argue that collaborative advantage arises from orchestrating networks with customers, partners, and startups, allowing firms to thrive in uncertainty. For example, a mid-size logistics service provider in the U.S. could collaborate with e-commerce platforms to streamline supply chain processes, improving speed and visibility—key gaps in mid-market supply chains. Such partnerships enhance responsiveness, enabling firms to meet customer demands swiftly and maintain a competitive edge.
However, collaboration is not without challenges. Risks such as trust deficits, resource-sharing conflicts, and misaligned objectives can undermine partnerships. To mitigate these, mid-size firms must establish clear governance structures and foster trust through transparent communication. By prioritizing collaborative strategies, mid-size services businesses can transform competitive pressures into opportunities for growth and differentiation. Key Benefits of Collaboration for Competitive Advantage:
Resource Sharing: Collaboration provides access to advanced technologies and expertise, enabling cost-effective scaling.
Innovation Boost: Coopetition drives co-creation of innovative services, enhancing differentiation.
Market Agility: Collaborative networks improve responsiveness to market changes, strengthening positioning.
Risk Mitigation: Effective governance and trust-building minimize collaboration challenges, ensuring sustainable partnerships.
References
Audretsch, D. B., & Belitski, M. (2023). Collaboration strategies and SME innovation performance. Journal of Business Research.
Antunes da Silva, A., & Marques Cardoso, A. J. (2025). Harnessing technology to drive coopetition and value co-creation. Administrative Sciences, 15(2), 64.
Bömelburg, R., & Gassmann, O. (2024). Collaborative Advantage: How Open Organizations Thrive in Volatility. Springer.
OpenText. (2023). Supply chain integration: A competitive advantage for the mid-market. OpenText.
The Right Stuff
By: Danny L. Smith
Hiring is one of the most important responsibilities in any business. Yet far too often, leaders rush the process, default to people they “click” with, or focus only on experience. The result is mismatched roles, disengaged employees, and stalled progress. If you want your business to grow with clarity and energy, you must be intentional about hiring the right people, not just good people.
A helpful way to understand hiring fit is by recognizing the difference between Starters and Finishers.
Starters bring energy to new ideas, projects, and problems. They thrive in ambiguity, love brainstorming, and enjoy launching new initiatives.
Finishers bring order, focus, and follow-through. They take ideas across the finish line, ensuring consistency, accuracy, and results.
Both are essential. Hiring a Starter into a Finisher role often leads to fatigue and incomplete work. Hiring a Finisher into a Starter role can result in frustration and hesitation. Knowing whether a role requires momentum or structure, initiation or execution, can determine whether the work flows or stalls.
Just as roles differ, so do the phases of business growth. Not everyone is suited for every stage. The person who thrives in the fast-moving, creative chaos of a startup may not be the same person who excels when structure and systems are needed. A generalist may help you launch, but a process-oriented specialist may be necessary to scale. As Marshall Goldsmith writes, *“What got you here won’t get you there.”*¹
This is why hiring should focus on matching strengths to needs. The right person in the wrong role will underperform. The right person in the right role, at the right time, will multiply results and sustain momentum.
Tools like the Working Genius assessment can provide valuable insight. It identifies whether someone’s natural contribution lies in ideation, activation, or implementation. When used thoughtfully, it helps leaders place people where they will thrive and contribute with consistency and joy.²
As Marcus Buckingham says, *“People don’t grow by working on their weaknesses. They grow by building on their strengths.”*³ Hiring for strengths allows your team to work with confidence, instead of constantly trying to overcome misalignment.
And John Doerr reminds us, *“Ideas are easy. Execution is everything.”*⁴ That is why hiring both Starters and Finishers is not just helpful, it is essential. Ideas without implementation are just inspiration left unrealized.
Four Key Hiring Principles:
- Know what the role actually needs. Is this a starting challenge or a finishing challenge?
- Hire for strengths, not just skills. Pay attention to how someone naturally works, not only what they have done.
- Avoid duplicating yourself. Bring in people who fill gaps in your leadership and team.
- Hire for your current and future stage. Match talent to where your business is now and where it is headed.
Hiring the right person is not about filling a seat. It is about creating alignment that leads to meaningful progress. When strengths and roles match, people flourish, and your business does too.
References
¹ Marshall Goldsmith, What Got You Here Won’t Get You There (Hyperion, 2007).
² Patrick Lencioni, The 6 Types of Working Genius (Matt Holt Books, 2022); see also http://www.workinggenius.com.
³ Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths (Free Press, 2001).
⁴ John Doerr, Measure What Matters (Portfolio, 2018).
Post Modernism and Conservative Business Ethics
Postmodern Culture and Conservative Business Ethics: A Complex Interplay
Postmodern culture, characterized by skepticism toward grand narratives, embrace of diversity, and a focus on subjective experience, presents both challenges and opportunities for businesses rooted in conservative ethics. Conservative business ethics typically emphasize tradition, personal responsibility, free-market principles, and moral absolutism, often drawing from established religious or cultural values. This document explores the interplay between postmodern culture and conservative business ethics, highlighting tensions, potential synergies, and practical implications for businesses navigating this landscape.
Postmodern culture, which gained prominence in the late 20th century, rejects universal truths in favor of relativism, where individual perspectives shape reality. This manifests in fluid identities, decentralized media, and a preference for experiential over hierarchical decision-making. For example, social media platforms amplify diverse voices, allowing consumers to demand transparency and authenticity from businesses. This cultural shift challenges conservative business ethics, which often rely on fixed principles such as honesty, integrity, and adherence to traditional authority structures. A business grounded in conservative ethics might view postmodernism’s relativism as a threat to moral clarity, potentially leading to ethical drift or a dilution of core values.
One key tension arises in the area of corporate governance. Conservative ethics prioritize clear hierarchies, accountability, and merit-based systems, often rooted in a belief in objective standards of excellence. Postmodern culture, however, favors collaborative, non-hierarchical structures that value inclusivity and subjective input. For instance, a conservative business might resist adopting flexible workplace policies, such as remote work or fluid gender policies, viewing them as departures from traditional norms. Yet, postmodern consumers and employees increasingly expect businesses to adapt to diverse identities and lifestyles, creating pressure to align with cultural trends without compromising ethical foundations.
Another challenge lies in marketing and branding. Postmodern culture celebrates irony, pastiche, and the blurring of high and low culture, often seen in brands that use humor or self-awareness to connect with audiences. Conservative businesses, however, may prioritize sincerity and tradition, avoiding campaigns that could be perceived as frivolous or morally ambiguous. For example, a company with conservative ethics might hesitate to engage in viral, meme-driven marketing, fearing it undermines their commitment to dignity and professionalism. This can put them at a disadvantage in a marketplace where postmodern consumers reward authenticity and cultural fluency.
Despite these tensions, there are opportunities for synergy. Conservative business ethics, with their emphasis on personal responsibility and trust, align well with postmodern demands for transparency and accountability. For instance, a company that adheres to ethical sourcing and fair labor practices can appeal to postmodern consumers who value social responsibility, even if their motivations differ. By framing traditional values like honesty and stewardship in ways that resonate with postmodern sensibilities—such as storytelling that emphasizes community impact—a business can bridge the cultural gap.
Moreover, conservative businesses can leverage postmodern tools like social media to communicate their values effectively. Platforms like X allow direct engagement with consumers, enabling businesses to share their commitment to ethical practices in real time. A family-owned company, for example, could use X to highlight its multi-generational legacy, appealing to postmodern audiences who value authenticity while reinforcing conservative principles of tradition and continuity.
Practically, businesses must balance adaptation with integrity. They can adopt postmodern strategies—such as inclusive hiring or sustainable practices—without abandoning core values, ensuring changes align with their ethical framework. Training programs can educate employees on navigating cultural shifts while upholding conservative principles, fostering a workplace that respects both tradition and diversity. Additionally, businesses can engage with postmodern culture selectively, choosing partnerships or campaigns that align with their values rather than chasing trends indiscriminately.
In conclusion, while postmodern culture and conservative business ethics may seem at odds, they can coexist through strategic alignment. By embracing transparency, leveraging modern communication tools, and selectively adapting to cultural shifts, businesses can maintain their ethical foundations while thriving in a postmodern world. This balance requires discernment, ensuring that adaptations enhance rather than erode the principles that define conservative business ethics.
Rational Systems – Natural Systems – Open Systems
Click here to view and read the systems information
Defining Characteristics of Rational, Natural and Open Systems
As the name suggests, a rational organization system is defined by the principals in the company as a purposeful pursuit of business objectives. This perspective demands rational calculations designed to further the goals of the company. This concept encompasses information, knowledge, and a distinct design to aid in focusing the agents of the company (Scott & Davis, 2015). A rational system is also characterized by aspects of traditional management practices such as command, control, and performance measurement. This type of system recognizes that individuals cannot be granted absolute power. Each hierarchical position has limitations imposed by the management that function as constraints for the overall good of the company. Consequently, a rational system will empathize goal specificity and a set of formal structures imposed on the company functions.
In contrast, natural systems acknowledge the necessity of structured systems to manage the company, however, this type of system pays more attention to the behavioral aspects of the firm. A natural system understands that there are unstated goals that are pursued in addition to the stated objectives for the company. These unstated goals will have a significant impact on the conduct of the individuals entrusted to manage the firm (Scott & Davis, 2015). A natural system also acknowledges that there are operational necessities that must take place for the company to function correctly. Typically, departments such as human relations, senior management, sales, marketing, engineering, and logistics exist to support the actual products being produced. Moreover, a natural system is described as a social group attempting to survive and thrive in a competitive marketplace. In an interesting paper by L. A. Colombo in the Academy of Management Learning and Education, it is stated that management education is producing a set of greedy, corporate snobs (Colombo, 2023). Business education is characterized as a program that dehumanizes people and treats them as no better than a metric to be managed. Substantive rationality was mentioned to illustrate the point that a purpose beyond creating wealth has surfaced in past journal articles. However, it has not found traction in business schools. As a negative consequence, wealth inequality is mentioned as a large part of an ongoing worldwide condition. As the paper draws to a conclusion this quote is included “Finally, questioning taken-for-granted assumptions includes interrogating wider understandings of management as a mechanistic discipline. Rather than cogs in a machine, interacting but separate, the environment, society, and business need to be considered as interdependent elements of a complex living system (Colombo, 2023, p. 141). This quote is inferring that an open system would be a superior approach to the issues of greed and elitism.
The proposal from Colombo to change all business schools’ philosophies is no doubt built on good intentions. However, what is illustrated here is a naivety about the fall of mankind from God’s love and the resultant sinful condition of all humans (Genesis 3:7, New International Version). To assume that a change in the material taught and the purpose of business schools would eventually change the worldwide business culture is a humanistic effort that would have marginal consequences at best. Greed and unholy competition will be part of the economic system as long as business is being conducted.
An open system is aware that every component piece is interrelated to all other parts of a system (Scott & Davis, 2015). It may also be viewed as a smaller unit or portion of an entire system. For example, in a broad sense, the Earth is a smaller unit of our solar system. And the solar system is a subcomponent of the Milky Way galaxy. From a business perspective, some aspects are tightly structured and leave little tolerance for deviation. However, in a social example, the structure may be very loose and flexible to accommodate different skill sets and the diversity of the workplace. An open system allows for emotional intelligence to function across operational departments (Bradberry & Greaves, 2009). This is a benefit of the open system philosophy because it acknowledges the interdependence of all the different systems required to produce effectiveness and efficiency in a company. In a related journal article on the amount of customer involvement a company should allow in product development, Sampson and Chase report that this type of open-system philosophy can have two disparate results (Sampson & Chase, 2022). The proper amount of involvement will allow a company to receive valuable product development feedback and stay engaged with its customers. However, too much customer involvement creates interference with product development and operational efficiencies.
Relationship Between the Three Management Systems
The relationship between the three management systems is an inherent acknowledgment that there is order and structure necessary to have the company function as a cohesive unit. A rational system may have more overt evidence of structure and adherence to a set of rules versus a natural system. However, just because behavior plays a larger role in a natural system does not mean that it largely ignores the role of structure in the company. Likewise, an open system is more in vogue now because of diversity and inclusion awareness. But this type of management system must not ignore structure either (Scott & Davis, 2015).
Theoretical Viewpoints
Furnari and his research associates wrote in the Academy of Management Review about the concept of equifinality (Furnari et al., 2021). Equifinality states that different processes may be equally efficient in bringing about the same income. As they discuss configurational theorizing, the concept of understanding how multiple attributes combine into distinct configurations to explain a phenomenon is explained. Because management systems are the subject of interest for this study, it can be inferred that a rational, natural, or open system will eventually arrive at the same result. If this is the case, why have researchers and management teams created three different models to manage an enterprise? Their theory reflects directly back on a distinct worldview. This worldview will influence the type of structure they impose and the culture that permeates the organization. A rational system view was configured based on the belief that hierarchy and order would be the best system to achieve the goals of the company. Any initial theory has been found to be true or false by a combination of research and empirical observation (Moore et al., 2021). As the study progresses through the two other systems, the same worldview process can be propagated as the primary causal factor. A natural system proponent would honestly believe that any other system would deny the holistic approach to the company’s purpose and goals. Whereas an open-system executive would cringe at the thought of rigid rules and strong boundaries that constrain the influence of new ideas. In conjunction with the fact that pre-conceived beliefs play out in real-world decisions, Picone and associates investigated the impact that senior management arrogance had on their decision-making values and process (Picone et al., 2021). The correlation between a personal attitude and faith in a management system is similar. Any conviction held with that level of strength will eventually surface as a company directive. As an additional verification that an individual’s mindset has a direct bearing on their actions, one should reference Proverbs 23:7. It is paraphrased, “As a man thinks, so shall he be” (Proverbs 23:7, New International Version). You simply cannot dwell on a philosophy or deeply held conviction from the past and not have it surface in the way decisions are made. This concept is particularly true in moments when a rapid decision is necessary. An individual will naturally revert to a platform perceived as the truth when they are under pressure. A review of managerial history reveals that the command-and-control era of post-world War Two has slowly phased out over the past five decades. The baby boomer generation who accepted a strong hierarchical management culture has been eroded by younger generations who have a different set of values (Wood, 2019).
This begs the question, Is a rational system a thing of the past? The answer is succinctly provided from Scott and Davis book on the rational, natural, and open systems (Scott & Davis, 2015). They state that the rational and natural systems have been combined with open systems to create new theories which have different emphases and levels of analysis. A brief review of the different models should serve to address the way models have transitioned to meet the needs of the environments they operate in. The contingency model states that if a firm adopts an open model, then a rational and natural serve to identify different organization types. It appears that rational and natural systems work within an open system. This states that the company is not working in an isolated atmosphere, however rational and natural systems are required to maintain functionality. Thompson’s Levels Model states that the three different types of organizations serve on a technical level, a managerial level, and an institutional level concurrently. Scott’s layered model explains that in the early 1960s, open systems did not replace rational and natural systems. They were assimilated into open systems. There was also a change in the analysis function during this time period. A review of the prevalent systems since 1900 was provided that allows for a deeper understanding of the changes that have taken place. Rational models were dominant from 1900 to 1930. Natural models prevailed from 1930 to 1960. Both of these models were considered to be closed to outside influence. From 1960 to 1970 open system models were used in conjunction with rational models. From 1970 forward, natural models were used as a subset of open system models. As the United States economy began to move out of a predominantly manufacturing dependence into more of a knowledge base driver, theories at the ecological level began to emerge. These theories recognized that dyadic combinations of resources were an organizational tool that provided a competitive advantage. Resources such as financial, human, intangible, organizational, physical, and technology worked into an organizational system and were recognized as being integral contributors to the ability to thrive in a competitive marketplace.
Personal Perspectives
Due to my age and early entry into the workforce, I unwittingly participated in all three of these organization systems. My father worked in a General Motors assembly plant for thirty years, consequently, I observed a highly rational system in force to produce automobiles through an assembly line process. I also worked as a subcontractor to General Motors during my teenage years in a food services company. Later in life, I called on them as a prospect for a safety equipment supplier. Despite the union’s influence, the closed, rational organization was a critical function necessary to meet the demand for vehicles.
Throughout my career, I have worked for three Fortune 500 companies and several other large organizations. None of these firms (3M, ITW, and Nationwide Insurance) could be described as participating in a natural system. Although they wished to portray themselves as attuned to having a sensitivity for altruistic causes, the reality of the sales department was to conform and produce or else.
Surprisingly enough, it was a regional distributor of safety equipment that came close to matching an open systems organization. The founder and majority owner was wise enough to hire a succession of Chief Executive Officers that strategically changed the management structure to take advantage of changing technology and market trends. The company mastered talent recruitment, computerized inventory management, and the willingness to pursue new industries as target markets. From a middle management perspective, all the managers knew that the company had a very strong customer-oriented philosophy. However, we also knew that becoming a work-a-cholic was applauded by senior management.
Although I did observe some business conduct that would be considered unacceptable by Biblical standards, all of these previous employers held to a quality product for fair price policies. None of the sales managers or senior management acknowledged that all people had a fallen nature and were prone to compromise (Genesis 3:7, New International Version). They were driven by Federal laws and the concern over the company’s reputation. All the companies provided some level of sales training, however, none of them approached business conduct from a deeply spiritual basis (Proverbs 23:7, New International Version). High achievers were recognized and publicly applauded for their hustle and closing abilities. As a salesperson, sales manager, product manager, international accounts manager, and business owner, it has incumbent upon me to be highly organized and continue to learn from the marketplace. Therefore, I would characterize my career as an open system with a strong emphasis on rational system functionality.
References
Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart. Bradberry, T., & Greaves, J. (2009). Emotional Intelligence 2.0. TalentSmart.
Colombo, L. A. (2023). Civilize the Business School: For a Civic Management
Education. Academy of Management Learning & Education, 22(1), 132-149.
Furnari, S., Crilly, D., Misangyi, V. F., Greckhamer, T., Fiss, P. C., & Aguilera, R. V. (2021).
Capturing causal complexity: Heuristics for configurational theorizing. Academy of
Management Review, 46(4), 778-799. https://doi.org/10.5465/amr.2019.0298
Moore, Z., Harrison, D. E., & Hair, J. (2021). Data quality assurance begins before data
collection and never ends: What Marketing researchers absolutely need to
remember. International Journal of Market Research, 63(6), 693-714.
Picone, P. M., Pisano, V., & Dagnino, G. B. (2021). The bright and dark sides of CEO hubris:
Assessing cultural distance in international business. European Management Review, 18(3),
343-362. https://doi.org/10.1111/emre.12479
Sampson, S. E., & Chase, R. B. (2022). Optimizing Customer Involvement: How Close Should You Be to
Your Customers? California Management Review, 65(1), 119-146.
Scott, W. R., & Davis, G. F. (2015). Organizations and organizing: Rational, natural and open systems
perspectives. Routledge.
https://books.google.com/books?id=aNRRCgAAQBAJ&lpg=PP1&ots=nIHc1- WVF&dq=organizations%20and%20organizing%20scott%20davis&lr&pg=PA4#v=onepage&q=organizations%20and%20organizing%20scott%20davis&f=false
Wood, J. C. (2019). Millennials in the workplace: mystery or magic? Dispute Resolution Journal, 74(1),
111-120. http://www.arbitrationlaw.com/books/dispute-resolution-journal
Zondervan. (2011). Holy Bible: New International Version. Zondervan.
https://www.biblegateway.com/passage/?search=Proverbs+20%3A14&version=NIV
The Inclusion Climate and Diversity
This paper on inclusion and diversity is included due to the increasing levels of diversity in the marketplace. The goal is to understand organization-level inclusion climates with an organization (Li et al., 2019). The conscious effort to include individuals with diverse ethnic backgrounds results in a higher level of commitment in the organization. Achieving an elevated level of cohesiveness meets the goals for recruiting with diversity in mind. The driving factors behind the diversity effort must come into question. Are they made to avoid civil liberty penalties, or does the effort include a desire to be fair to the diverse group of applicants?
A national survey of human resource professionals from one hundred companies described their company’s inclusion level efforts. 3,229 employees reported their impressions about the diversity management in their firms (Li et al., 2019). A proactive program generates an inclusive climate in the majority of these companies. An examination of the paper reveals an extensive literature review (a Qualitative effort), followed by the aforementioned survey, in conjunction with a statistical descriptive analysis report based on the survey results (a Quantitative effort). The results were reported: As a result of the diversity effort, the company achieved a higher level of commitment. This is a theoretical approach to a perceived problem. Although this is interesting and no doubt has some impact on productivity, the authors failed to bring this benefit into the paper. Consequently, as a senior member of the team, it would be difficult to fund the effort simply for the sake of having more diversity.
Soft Skills as Employable Assets
This paper addresses the concerns associated with recent business school graduates who are challenged with a lack of social skills after they graduate (Mosca & Ball, 2023). Human Resource Managers have noted a lack of soft skills in the business school graduates under consideration for a job. The concern is the lack of instruction concerning this apparent gap. The goal of the paper is to gain insights into the level of broader skill instructions from a typical business school education. The findings reveal a deficiency in the areas of emotional intelligence and multi-disciplinary backgrounds. Researchers surmise that the high-tech culture of the recent two decades has limited the social adaptability of these younger graduates. Based on these findings, Mosca and Ball (2023), constructed a model for program improvements to allow graduates to possess the skills required by the hiring institutions.
Research Methods
The paper utilized a brief literature review (qualitative approach), followed by a questionnaire about ten specific soft skills (Mosca & Ball, 2023). They include, 1.) Problem Solving, 2.) Critical Thinking, 3.) Time Management 4.) Leadership, 5.) Team Building, 6.) Emotional Intelligence, 7.) Human Relations, 8.) Human Resources, 9.) Multidisciplinary Background, and 10.) Collaboration. A total of 104 undergraduate students responded to this survey. The results were grouped into the following disciplinary categories: Accounting (9 students); Management (30 students); Marketing (13 students); Management & Marketing (dual concentration; 9 students); Finance / Economics / Real Estate (20 students); Business (Undeclared; 15 students); and Non-Business (8 students).
Conclusions
The researchers discovered a lack of classes directed at soft skill development (Mosca & Ball, 2023). They recommended a program to encourage students to take Human Resources, Human Development, Leadership, and Team Development courses. Additional recommendations include the development of a course of minor studies in Human Resources, Leadership and Team Building. Their directives also include independent study courses in Emotional Intelligence, Collaborations, Negotiation, and Labor Relations. Conflict Resolution was mentioned as an important skill set as well. The use of these courses as mandatory degree requirements was also part of the recommendations. Conceptually, the observations have merit. However, the proposed impact of the recommended changes is theoretical at best.
Artificial Intelligence Recruitment Process
This research goal is to conduct analysis and make forecasts about the utilization of artificial intelligence (AI) and automation for interviewing and assessment of job applicants (Rodney et al., 2019). The researchers used data from the Boston Consulting Group, CV Library, LinkedIn, MIT Sloan Management Review, Statista, and Tractica. Responses were obtained from 3,700 respondents. They were used to discover approaches to building artificial intelligence skills, the effect if AI on the employees, software functionality, and the potential for AI adoption in the marketplace. Structural equation modeling was used, and employing the probability sampling technique, the authors assimilated and analyzed data through an independently administrated questionnaire. The preliminary conclusions were cautiously articulated. Despite the publication date of 2019, the authors expressed doubt about the ability of AI in the interview and assessment of the applicants.
AI Conclusions
The authors state that artificial neural networks can inspect a huge quantity of data, recognize patterns, and organize data beyond the capacity of a person (Rodney et al., 2019). They also believe that AI adoption may lead to moral, ethical, privacy, and slander issues. There was also a concern about AI using physical features as part of the assessment process. Questions concerning the applicant’s knowledge regarding AI and its proficiencies surfaced because AI is a modern technology. Finally, they state that AI has tremendous capabilities in the screening and selection process they must be considered. The paper did not reveal a specific quantitative process other than the source of data. Their primary perceptions were drawn from a literature review, which infers the paper is a qualitative effort. This is a conceptual paper based on verified artificial intelligence results.
Why do firms use fixed-term contracts?
In this professionally written research project, the authors seek to answer the question of why employers resort to hiring using temporary contracts (Portugal & Varejão, 2022). Although the research is conducted in Portugal, the researchers do relay that their findings were consistent in the United States. The researchers had access to a Portuguese governmental database monitoring all the jobs in the country. Fixed-term contracts are used to fill temporarily vacant positions or as a response to changing business conditions. This strategy fills a need to fulfill business obligations or respond to a trend until it is determined that is more lasting. This reduces termination costs if that decision is deemed necessary. A fixed-term contract can also serve as a screening device for the hiring firm. The use of a temporary contract reduces screening costs when it is determined that the temporary employee is a good match for the company and the job. The transition to a full-time associate generates better growth possibilities in conjunction with more stable employer-employee relationships. This type of contract creates more longevity when the transition is proved to be a win-win relationship. There is also a practice called churning. This occurs when an individual is used multiple times for distinct positions. The allows the company to evaluate the person as they work in different capacities. Drawbacks to this process include losing talent, productivity, and producing a low morale culture.
The beta‑binomial regression model
There are two questions from the employer’s perspective – which employers use temporary contracts and which employers convert temporary contracts to permanent? (Portugal & Varejão, 2022). The authors used Fractional regression models. The first model focuses on the employer’s decision to offer a fixed-term contract as an alternative to open-ended contracts. The dependent variable is the number of fixed-term contracts existing at the firm at a certain point in time, out of the total number of employees at the firm. In cases like this, a count model applied to proportions (of which the Poisson regression model is the most common) is often used. The same kind of requirement would also be indicated for the second regression model where the dependent variable is the number of fixed-term contracts that were converted to open-ended (events) out of the total of fixed-term contracts existing at the firm (Portugal & Varejão, (2022).
Statistical validity was confirmed by a total of 2,693,960 observations overall. The sample was restricted to 469,940 employees with a fixed-term contract. This is a quantitative study.
Conclusions
The researchers divided the Portuguese working population into eight skill levels (Portugal & Varejão, 2022). The results reveal that skill levels and fixed term contracts move in opposite directions. Companies with a larger percentage of highly skilled employees are less likely to use temporary term contracts. The technology used when hiring people directly impacts the choice of contract options. Younger applicants tended to be the recipients of term-contract offers because their skill levels at the time did not differentiate them. Permanent employees with higher wages, and the more resources the company devoted to training, increased the possibility that fixed -term contracts will be used for new hires. Age has a profound impact on the type of contract offered. Temporary contracts are rarely offered to older workers (Age fifty plus). There is also a correlation between employers that primarily use fixed term contracts to ones that offer a promotion to open-term contract employment. Older and less schooled workers are less likely to be offered permanent contracts. Trial periods vary based on skills and education. The time period is shorter for the highly skilled and more educated people. This is a conceptual model publication based on observable facts.
Predictors of Job Performance
Personnel selection has an essential role for companies because the applicants determine the future of the firm (Heneman et al., 2019). This group of Zimbabwean researchers undertook a study to determine the impact of cognitive intelligence (CI), ability emotional intelligence (ability CI), trait emotional intelligence (trait EL) and personality types on job performance (Dhliwayo & Coetzee, 2020). A reasonable assumption can be made that these characteristics are also excellent predictors for selection criteria. The study utilized a cross-sectional survey design. The sample constituted (N = 299) supervisory and professionally qualified, experienced specialists from multiple companies in Zimbabwe. Structural equation modelling indicated CI as the best prognosticator of job performance. Trait EI was followed by ability EI and then by personality types. Trait EI could not account for any variance in job performance. The research revealed personnel selection theory by empirically and scientifically identifying the principal elements of a modern personnel selection model for use by human resources professionals on the African continent.
Although the study relied heavily on a literature review and empirical observations, the authors did use bivariate correlations and displayed a descriptive analysis report to support their conclusions (Dhliwayo & Coetzee, 2020). Consequently, this paper is primarily a qualitative writing. The conceptual model fits this research effort. It should be no surprise that cognitive ability was identified as the primary predictor of personnel selection and job performance. With that platform, effort level and focused action still must be applied for an individual to reach their potential. Personality tests were mentioned as an under-researched aspect of the job selection and performance process. From an empirical perspective, personality tests have been an excellent tool for business associates, friends, family and for me personally. People tend to be extremely consistent when viewed in a context of time. That predictability factor is important when choosing people for jobs and work assignments. There are serious doubts about the heavy weighting given cognitive testing in this paper. Focus, effort level, energy, sociability, and action plans have been proven to overcome cognitive concerns from empirical experience.
Non-Compete Agreements
This research was conducted to determine whether noncompete agreements influence job search behavior even if the contract is unenforceable (Starr et al., 2020). In the United States, the enforceability typically depends on the state. This study used nationally representative data for 11,500 labor force workers between the ages of 18 to 75. The results indicate that the noncompete agreements do influence behavior for the applicant regardless of the individual state’s willingness to enforce the contract. Applicants may feel honor bound to comply, regardless of the possibility that their state will not enforce it. They also may have the fear of enforcement that inhibits the job seeker from pursuing new employment. A noncompete can also impact the length of time that an employee will stay in a position. Consequently, the researchers cite an overall reduction in job mobility due to having a job noncompete in place.
This research involves a combination of literature reviews (qualitative research) and the collection, cleaning, and validation processes for the verified employee-level panel of US workers (quantitative research) (Starr et al., 2020). An online response survey was utilized to extract responses regarding the motivation for refusing to search for employment outside the confines of their current job responsibilities. The percentage of respondents for each category of reticence was reported. In addition, a descriptive analysis report was generated to gain knowledge of the centricity regarding the mean from the responses. The conclusions after the qualitative, quantitative, and empirical research are consistent. A noncompete generated fear of legal action is a mitigating factor in employment mobility. The percentage of limited mobility goes higher in a state that will enforce these types of employment contracts. This investigation is strong evidence of a conceptual model effort.
Artificial Intelligence and Job Applications
In this very comprehensive article on the use of artificial intelligence (AI) and the hiring process, the authors point out the complexities of using AI in a human resources context (Tambe et al., 2019). Written in 2019, a report from the Wharton School of Business points out that many companies are struggling to construct data analytics capabilities, and 41% of CEOs state they are unprepared to use new data analytic tools. AI needs large sets of data to reliably detect trends and make predictions. Tambe (2019), and his associates point out that human resource issues are radically different compared to a pure data analytics problem. AI making decisions about individuals can create some critical conflicts about important issues that humans deem significant. The concern is that a process that requires human cognition may now be delegated to an algorithm that sees binary code clearly but is unable to weigh all the factors into consideration to make the best hiring decision. Simply attributing a specific skill to produce success on a job may cause deeply flawed hiring recommendations. The authors do acknowledge deep flaws in the existing capabilities to identify individual contributions versus team productions.
This paper is clearly the combination of a literature review and an opinion view from three university professors. Therefore, it is a qualitative publication. The publication must be classified as a theoretical model based on the author’s recommendation. The conclusion is part commentary and part recommendation. The research primarily consisted of a literature review and colleague interaction. The authors conclude that AI had existing applications in health care, automobiles, social media, and marketing. But the human resource applications had existing deficiencies based on four issues. They are: 1.) The complexity of HR phenomena 2.) Data challenges from HR operations, 3.) Fairness and legal constraints, 4.) Employee reactions to AI management. Autocratic directives from top management were also perceived as a drawback (Tambe et al., 2019). With these concerns in mind the authors suggest a restructuring of the Human Resources functions to include AI assimilation into the operational confines of the HR hiring, leadership, and management functions.
Conclusion
This literature review contrasts the external selection process with an internal selection process. This information presents information about the number of unknown factors regarding the applicant, which are much more challenging than an internal applicant. The employer must determine if the knowledge, skills, aptitude, and other capabilities of the job candidate will result in productivity and longevity. This literature review presented multiple facets of the external selection tools, potential problems, and resources available to the employer. As a result of this knowledge, an applicant will be better prepared to navigate through the job application process. In this literature review, the reader found information on the advantages of Asynchronous Video Screening, concerns about Ethnic Bias, Digital Selection, Diversity, Soft Skills, estimating KSA and Interest Job Analysis Ratings, Artificial Intelligence, Fixed-Term contracts and Job Predictors. The author does recommend additional research in this very important field of study. As a Christian we are called to conduct our business activities with the highest level of accuracy and at the same time show love to our fellow humans. This is essential in the job vetting process. An excellent verse to illustrate this concept is 1st Corinthians 13:4-7, “ Love is patient, love is kind. It does not envy, it does not boast, it is not proud. It does not dishonor others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. Love does not delight in evil but rejoices with the truth. It always protects, always trusts, always hopes, always perseveres” (Life application Bible: New international version. 1991, 1st Corinthians 13:4-7). Due to increased applicant sensitivity and electronic processing capabilities, the expanse of knowledge is seemingly boundless. However, this literature review does provide an inside look at the current resources available for external selection.
Artificial Intelligence Recruitment Process
This research goal is to conduct analysis and make forecasts about the utilization of artificial intelligence (AI) and automation for interviewing and assessment of job applicants (Rodney et al., 2019). The researchers used data from the Boston Consulting Group, CV Library, LinkedIn, MIT Sloan Management Review, Statista, and Tractica. Responses were obtained from 3,700 respondents. They were used to discover approaches to building artificial intelligence skills, the effect if AI on the employees, software functionality, and the potential for AI adoption in the marketplace. Structural equation modeling was used, and employing the probability sampling technique, the authors assimilated and analyzed data through an independently administrated questionnaire. The preliminary conclusions were cautiously articulated. Despite the publication date of 2019, the authors expressed doubt about the ability of AI in the interview and assessment of the applicants.
AI Conclusions
The authors state that artificial neural networks can inspect a huge quantity of data, recognize patterns, and organize data beyond the capacity of a person (Rodney et al., 2019). They also believe that AI adoption may lead to moral, ethical, privacy, and slander issues. There was also a concern about AI using physical features as part of the assessment process. Questions concerning the applicant’s knowledge regarding AI and its proficiencies surfaced because AI is a modern technology. Finally, they state that AI has tremendous capabilities in the screening and selection process they must be considered. The paper did not reveal a specific quantitative process other than the source of data. Their primary perceptions were drawn from a literature review, which infers the paper is a qualitative effort. This is a conceptual paper based on verified artificial intelligence results.
Why do firms use fixed-term contracts?
In this professionally written research project, the authors seek to answer the question of why employers resort to hiring using temporary contracts (Portugal & Varejão, 2022). Although the research is conducted in Portugal, the researchers do relay that their findings were consistent in the United States. The researchers had access to a Portuguese governmental database monitoring all the jobs in the country. Fixed-term contracts are used to fill temporarily vacant positions or as a response to changing business conditions. This strategy fills a need to fulfill business obligations or respond to a trend until it is determined that is more lasting. This reduces termination costs if that decision is deemed necessary. A fixed-term contract can also serve as a screening device for the hiring firm. The use of a temporary contract reduces screening costs when it is determined that the temporary employee is a good match for the company and the job. The transition to a full-time associate generates better growth possibilities in conjunction with more stable employer-employee relationships. This type of contract creates more longevity when the transition is proved to be a win-win relationship. There is also a practice called churning. This occurs when an individual is used multiple times for distinct positions. The allows the company to evaluate the person as they work in different capacities. Drawbacks to this process include losing talent, productivity, and producing a low morale culture.
The beta‑binomial regression model
There are two questions from the employer’s perspective – which employers use temporary contracts and which employers convert temporary contracts to permanent? (Portugal & Varejão, 2022). The authors used Fractional regression models. The first model focuses on the employer’s decision to offer a fixed-term contract as an alternative to open-ended contracts. The dependent variable is the number of fixed-term contracts existing at the firm at a certain point in time, out of the total number of employees at the firm. In cases like this, a count model applied to proportions (of which the Poisson regression model is the most common) is often used. The same kind of requirement would also be indicated for the second regression model where the dependent variable is the number of fixed-term contracts that were converted to open-ended (events) out of the total of fixed-term contracts existing at the firm (Portugal & Varejão, (2022).
Statistical validity was confirmed by a total of 2,693,960 observations overall. The sample was restricted to 469,940 employees with a fixed-term contract. This is a quantitative study.
Conclusions
The researchers divided the Portuguese working population into eight skill levels (Portugal & Varejão, 2022). The results reveal that skill levels and fixed term contracts move in opposite directions. Companies with a larger percentage of highly skilled employees are less likely to use temporary term contracts. The technology used when hiring people directly impacts the choice of contract options. Younger applicants tended to be the recipients of term-contract offers because their skill levels at the time did not differentiate them. Permanent employees with higher wages, and the more resources the company devoted to training, increased the possibility that fixed -term contracts will be used for new hires. Age has a profound impact on the type of contract offered. Temporary contracts are rarely offered to older workers (Age fifty plus). There is also a correlation between employers that primarily use fixed term contracts to ones that offer a promotion to open-term contract employment. Older and less schooled workers are less likely to be offered permanent contracts. Trial periods vary based on skills and education. The time period is shorter for the highly skilled and more educated people. This is a conceptual model publication based on observable facts.
Non-Compete Agreements
This research was conducted to determine whether noncompete agreements influence job search behavior even if the contract is unenforceable (Starr et al., 2020). In the United States, the enforceability typically depends on the state. This study used nationally representative data for 11,500 labor force workers between the ages of 18 to 75. The results indicate that the noncompete agreements do influence behavior for the applicant regardless of the individual state’s willingness to enforce the contract. Applicants may feel honor bound to comply, regardless of the possibility that their state will not enforce it. They also may have the fear of enforcement that inhibits the job seeker from pursuing new employment. A noncompete can also impact the length of time that an employee will stay in a position. Consequently, the researchers cite an overall reduction in job mobility due to having a job noncompete in place.
This research involves a combination of literature reviews (qualitative research) and the collection, cleaning, and validation processes for the verified employee-level panel of US workers (quantitative research) (Starr et al., 2020). An online response survey was utilized to extract responses regarding the motivation for refusing to search for employment outside the confines of their current job responsibilities. The percentage of respondents for each category of reticence was reported. In addition, a descriptive analysis report was generated to gain knowledge of the centricity regarding the mean from the responses. The conclusions after the qualitative, quantitative, and empirical research are consistent. A noncompete generated fear of legal action is a mitigating factor in employment mobility. The percentage of limited mobility goes higher in a state that will enforce these types of employment contracts. This investigation is strong evidence of a conceptual model effort.
By: Gary D. Seale – Principal The Trucon Consulting Group | Doctoral Candidate – Strategic Managment
The TRUCON Consulting Group, LLC 