INDUSTRIAL LINKAGE STRATEGIES AND THEIR ROLE IN BRIDGING THE EMPLOYABILITY GAP IN INSURANCE SECTOR
DOI:
https://doi.org/10.47941/hrlj.750Abstract
Purpose: Industrial linkage strategies are necessary in any industry since they promote development of new products and technologies and access to new capabilities.The objective of this study is to identify the industrial linkage strategies and their role in bridging the employability gap in the insurance sector. The purpose of the study is to enable the readers understand the emerging trends in the insurance industry that help to bridge the employability gap and the innovative programs and approaches that foster youth employability.
Methods: A desktop literature review was used for this purpose. Relevant seminal references and journal articles for the study were identified using Google Scholar. The inclusion criteria entailed papers that were not over five years old.
Conclusions: The study concluded that some of the industrial linkage strategies that have reduced the employability gap include; use of high-tech programs, the hierarchy of critical skills and industrial talent strategy. Their role in bridging the employability gap in the insurance sector has resulted in increase in productivity among employers and employees in the insurance sector.
Recommendations: The study recommended that insurance companies should incorporate and partner the high- tech companies who are more digitized, reinvent their workforce models and come up with training programs to nurture and equip their employees with top talent and adaptable skills.
Downloads
References
Alizadeh, R., & Soltanisehat, L. (2020). Stay competitive in 2035: a scenario-based method to foresight in the design and manufacturing industry. foresight.
Braunerhjelm, P., & Henrekson, M. (2016). An innovation policy framework: Bridging the gap between industrial dynamics and growth. In Essays in public sector entrepreneurship (pp. 95-130). Springer, Cham.
Gloinson, E. R., Virdee, M., Dunkerley, F., d’Angelo, C., Feijao, C., Ali, G. C., & Gunashekar, S. (2021). Cohesion and globalisation.
Kontoghiorghes, C. (2016). Linking high performance organizational culture and talent management: satisfaction/motivation and organizational commitment as mediators. The International Journal of Human Resource Management, 27(16), 1833-1853.
Latukha, M. (2016). Talent Management in Emerging Market Firms. Editor (s)(if applicable) and the Author (s).
Lee, N., & Clarke, S. (2017). Who gains from high-tech growth? High-technology multipliers, employment and wages in Britain. High-Technology Multipliers, Employment and Wages in Britain (July 19, 2017). SWPS, 14.
Malik, G., & Venkatraman, A. (2017). “The great divide”: skill gap between the employer’s expectations and skills possessed by employees. Industrial and Commercial Training.
Manzanero, J. R. L. (2021). Youth in Latin America and the Caribbean in perspective: overview of the situation, challenges and promising interventions. Ciência & Saúde Coletiva, 26, 2565-2573.
Raina, R., & Roebuck, D. B. (2016). Exploring cultural influence on managerial communication in relationship to job satisfaction, organizational commitment, and the employees’ propensity to leave in the insurance sector of India. International Journal of Business Communication, 53(1), 97-130.
Wonglimpiyarat, J. (2016). Government policies towards Israel's high-tech powerhouse. Technovation, 52, 18-27.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2022 Dr. Ben Kajwang PhD
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
