![]() An assessment of culture fit should focus on how well the person’s values align with the organization’s, rather than how well their personal characteristics, such as gender, ethnicity, age, and sexual orientation, align with the current workforce. Although, at first blush, this assertion seems to make sense, a simultaneous pursuit of culture fit and diversity is possible. The idea here is that hiring for culture fit undermines efforts to increase workplace diversity, because it leads to hiring managers essentially trying to clone their current workforce. Misconception #2: Hiring for culture fit hurts diversity. It is not a luxury it is as important to overall organizational functioning as hiring for other qualities. ![]() So if leaders want to have an engaged and motivated workforce - as well as the ability to attract and retain the skilled employees they want - culture fit is essential. Studies show that value fit also relates to actual job choice decisions, in the sense that people with higher value fit stay longer and perform better than people whose values fit less. Meta-analyses have found that people whose values are more aligned to those of their organization are more committed to the organization, more satisfied with their job, and less inclined to leave. ![]() While we’re not disputing the importance of having a highly skilled workforce, a large body of scientific evidence has shown that culture fit-which we and others define as how well one’s values adhere to the values of the organization or team - matters significantly for how people act and behave at work. The core assumption here is that employees’ skills and competences matter more for organizational effectiveness than how well they fit in. Misconception #1: Culture fit is a “nice to have” but not a necessity. Clearing these up can help managers improve their talent strategies. The confusion over what culture fit is has given rise to a number of common misconceptions. Most of the controversy boils down to a single key issue: the wrong definition of culture fit. The design of fiscal rules appears to be crucial for higher public investments.Although most managers would agree that it is important to hire people who fit in, the idea of hiring for culture fit has become controversial. Existing evidence does not suggest that public investments systematically come at the cost of higher public deficits (except for more flexible fiscal rules). Rigid fiscal rules seem to deter public investments as compared to more flexible and investment-friendly rules which, by contrast, rather increase public investments. Overall, we do not find systematic evidence for a negative effect of fiscal rules on overall public investments. We also discuss whether more public investments typically come at the cost of higher deficits and whether the effect on public investments differs between rigid and more flexible fiscal rules. We review 20 existing empirical studies examining the impact of numerical fiscal rules on public investments. In times of increased and sustained investment needs to mitigate the consequences of climate change, and to promote the digital and structural transformation, fiscal rules have become subject to criticism for undermining public investments. ![]() Research Group Taxation and Fiscal Policyįiscal rules are a frequent policy measure to restrict deficit-taking among incumbent politicians.Social Market Economy and Institutional Economics.International Institutional Comparisons and Migration Research.Industrial Organization and New Technologies.Globalization and “Inter-System Competition”.
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