|Publication type:||Conference other|
|Type of review:||Peer review (abstract)|
|Title:||The more senior your employees are the more they expect : adaptive conjoint-analysis of job preferences of professionals|
|Conference details:||European Association of Work and Organizational Psychology, Dublin, Ireland, 17-20 May 2017|
|Subject (DDC):||331: Labor economics |
658.3: Human resource management
|Abstract:||Content/Purpose: Since the 1980s a number of studies have investigated employee job preferences, i.e. in the fields of applied psychology, general management, or marketing. Each research field applied different approaches and surveying techniques. According to Montgomery & Ramus (2011) two issues come up when critically assessing previous research on employee job preferences: (1) the chosen set of job attributes and (2) the choice of the surveying technique to understand the job preferences of employees. Recently, only research applying conjoint measurement methods systematically calibrated preferences across a set of factors, such as job attributes (Gustafsson, Herrmann & Huber, 2000; Klein, 2002; Brusch, 2009). Design/Methodology: In a cross-regional research project (Switzerland, Austria and Germany) preconditions of accepting job offers for professionals in the industrial sector (N=353) were analyzed applying a mixed method approach of a qualitative preliminary study and adaptive conjoint-analysis. Results: We identified 35 job characteristics and their preference structure, revealing significant differences in the importance and weight of the 35 attributes. Accordingly, job characteristics are valued higher than regional characteristics. Moreover, higher income and longer job tenure are associated with higher preferences of work-life balance, flexibility, good relations to supervisors and lower time pressure and stress. Limitations: The results are limited to employee job preferences in the industrial sector. Practical Implications: According to the results employers are able to address their target group more precisely with regard to job offers. Originality/Value: The results can be applied to improve employer attractiveness and employer branding as well as further understanding employee retention.|
|Fulltext version:||Published version|
|License (according to publishing contract):||Licence according to publishing contract|
|Departement:||School of Management and Law|
|Organisational Unit:||Institute for Organizational Viability (IOV)|
|Appears in collections:||Publikationen School of Management and Law|
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