E24 - Employment; Unemployment; Wages; Intergenerational Income Distribution; Aggregate Human Capital; Aggregate Labor ProductivityReturn

This article examines the challenges of integrating new employees into a company in an environment where remote work is growing significantly. The reference situation is the COVID-19 crisis, seen as a case study. To describe the process as accurately as possible and to identify areas of diligence, we use a mixed method based on 51 questionnaires containing numerous open-ended questions and eight semi-structured interviews. The descriptive part of our analysis allows us to focus on the link between the degree of experience and the proactivity of newcomers. It also reveals the differing expectations that newcomers may have regarding what integration should entail. Applying methods from grounded theory, we identify five key areas for companies wishing to effectively integrate their collaborators. The article concludes with the need for companies to return to implementing integration tactics and devices and make the process less dependent on employee proactivity. To continue, it seems crucial to focus on further research for a better understanding of what each individual expects from integration, particularly when new generations are concerned.
Implications for Central European audience: In today's fast-changing environment, swift integration of new employees is increasingly becoming a key success factor. However, the rapid growth of remote activities within companies presents a new constraint that must be considered. Additionally, it is essential to recognize that newer generations may perceive the integration process itself differently or may be less willing to invest effort in it. This research represents one of the first inquiries into this emerging issue.

Particularly in depressed regions, politicians often use unemployment as the main argument for investment incentives provided to MNCs. This paper applies Dunning’s OLI Framework to the relationship between FDI and employment, assuming that political negotiation between MNCs and the host government might have a zero or negative effect on employment. Since the last letter of OLI, internalisation, suggests that MNCs optimise all production factors available to them and “subsidies” provided to MNCs by governments decrease the relative price of capital, MNCs may use more labour-saving techniques. Two hypotheses are tested using the dynamic panel model (DPD) and Granger causality tests for 193 countries from 1985–2019, where the first is supported with no strong relationship between the variables.
Implications for Central European audience: The paper results suggest the importance of a critical debate on the efficiency of investment incentives. This paper is among the first trying to disentangle the rather complex issue of FDI and employment on a theoretical and econometric level.