Who Has Trouble Hiring? Evidence from a National IT Survey
Bibliographic Data
| ID | 4573206 |
|---|---|
| Authors | Andrew Weaver (0000-0002-0770-0590, Andrew Weaver is an Assistant Professor in the School of Labor and Employment Relations at the University of Illinois at Urbana-Champaign, corresponding author) |
| Year | 2022 |
| Volume | 75 |
| Issue | 3 |
| Pages | 608-637 |
| Publication date | 2022-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Industrial and Labor Relations Review (JOURNAL) |
| Journal identifiers | ISSN: 0019-7939 • E-ISSN: 2162-271X |
| Publisher | SAGE Publications Inc (PUBLISHER) |
| DOI | 10.1177/0019793920985261 |
| OpenAlex | W3128869961 |
| Language | EN |
| References cited | 47 |
Understanding hiring difficulties and the nature of hiring frictions that employers face is important for the promotion of economic growth and the individual success of both firms and workers. This study sheds light on this issue by presenting evidence from an original, nationally representative survey of information technology (IT) helpdesks that contains detailed measurements of skill requirements, organizational characteristics, and market structure. The results indicate that the incidence of persistent hiring difficulties is modest, and that measures of technology and technical skill demands are not associated with greater hiring problems. Organizational attributes and market structure are generally more predictive of hiring frictions than are skill requirements. Human resource practices, management strategy, and labor-market monopsony power all play key roles. These results cast doubt on simple stories about technology-driven hiring problems and point to the importance of examining a broader range of organizational and market factors when addressing workforce challenges
Business · Economic growth · Economics · Human resource management · Human resources · Industrial organization · Labour economics · Management · Monopsony · Organizational structure · Political science · Politics · Promotion (chess) · Public relations · Workforce · Employer Branding and e-HRM · Labor market dynamics and wage inequality · Labor Movements and Unions · Marketing
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A Critical Assessment of the High‐Performance Paradigm
Why Do Firms Train? Theory and Evidence
The Great Reversal in the Demand for Skill and Cognitive Tasks
The Growing Importance of Social Skills in the Labor Market
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The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance.
Trends in U.S. Wage Inequality
Specification Error in Probit Models
Skill Demands and Mismatch in U.S. Manufacturing
Employees and High-Performance Work Systems
Hard evidence on soft skills
The Matching of STEM Degree Holders with STEM Occupations in Large Metropolitan Labor Markets in the United States
Why Do Management Practices Differ across Firms and Countries
Employee Voice, Human Resource Practices, and Quit Rates
Do Employers Have More Monopsony Power in Slack Labor Markets
Technological Change at Work
The Shortage of Skilled and Technical Workers
The Payoff to Skill in the Third Industrial Revolution
| Citation velocity | historical |
|---|---|
| Highly cited | No |