Impact of Brexit on Recruitment in the United Kingdom

Impact of Brexit on Recruitment in the United Kingdom

Brexit, referring to the withdrawal of the United Kingdom (UK) from the European Union (EU), has had far-reaching implications across various sectors. One area significantly affected by this decision is recruitment in the UK. In this essay, we will explore how Brexit has impacted recruitment processes and practices in the country.

Prior to Brexit, the UK enjoyed access to a large pool of skilled workers from EU member states. However, with the new immigration rules and the end of free movement, the recruitment landscape has undergone a transformation.

One immediate consequence of Brexit is the tightening of immigration regulations. The freedom of movement for EU citizens no longer applies, and a new points-based system has been introduced. This has made it more challenging for UK businesses to attract and hire talent from the EU. The added bureaucratic hurdles, such as visa requirements and sponsorship obligations, have increased the complexity and cost of recruiting from abroad.

As a result, many industries in the UK are experiencing labor shortages, particularly in sectors heavily reliant on EU workers, such as healthcare, hospitality, and construction. The scarcity of skilled labor has put upward pressure on wages and increased competition among employers for qualified candidates.

To mitigate these challenges, businesses have had to adjust their recruitment strategies. They are now focusing more on upskilling and reskilling their existing workforce, as well as seeking talent from non-EU countries. Additionally, some companies have expanded their operations to other EU countries, aiming to access a broader talent pool.

Overall, Brexit has brought about significant changes to recruitment in the UK, requiring businesses to adapt and find innovative solutions to address the labor market challenges posed by the new post-Brexit environment.

Overview of Recruitment in the United Kingdom

Recruitment plays a crucial role in meeting businesses’ workforce needs, ensuring they have access to skilled and qualified individuals to drive their growth and success. Prior to examining the impact of Brexit on recruitment, it is important to understand the current state of recruitment in the UK.

Pre-Brexit Recruitment Landscape

Before Brexit, there were already existing labor shortages and skill gaps within certain industries in the UK. For instance, research conducted by Read and Fenge (2018) highlighted challenges faced by social care sector recruiters due to factors such as low wages, demanding working conditions, and limited career progression opportunities.

To address these pre-existing challenges, businesses employed strategies that included both domestic and international recruitment efforts. Cooperating with universities worldwide allowed UK institutions to attract students from former Soviet countries (Chankseliani, 2017). Additionally, companies sought talent from EU member states under free movement policies facilitated by EU membership.

Anticipated Effects of Brexit on Recruitment

Post-Brexit scenarios raise concerns about potential impacts on talent acquisition for UK businesses. One significant factor is changes to immigration policies affecting access to talent from EU countries following Britain’s departure from freedom-of-movement agreements. Johnson’s study (2019) explores how tech workers are leaving Britain due to uncertainty around future employment prospects related directly or indirectly with Brexit consequences.

One possible outcome could be a shift towards more domestic hiring as companies may turn their focus inwardly when seeking new recruits rather than relying heavily on non-UK EU talent. This could result in a revitalization of domestic talent pipelines and an emphasis on upskilling existing employees.

Challenges Faced by Businesses Post-Brexit

Post-Brexit, businesses are expected to face specific challenges in recruiting and retaining talent. Legal or regulatory hurdles may arise due to changes in immigration laws or trade agreements between the UK and the EU.

Companies will need to navigate these new complexities while continuing to attract qualified candidates who meet their requirements. They may also have to ensure compliance with evolving regulations related to work permits, visa sponsorship, and right-to-work checks.

Strategies for Adaptation

To adapt successfully to post-Brexit recruitment challenges, businesses can employ various strategies. One approach is investing in upskilling programs for existing employees, allowing them to acquire the necessary skills needed for new roles within the organization. Expanding domestic talent pipelines through collaborations with education institutions can help create a steady stream of skilled graduates ready for employment opportunities. Seeking alternative sources of international talent from non-EU countries is another option that companies should consider.

Case Studies: Impact on Different Sectors/Industries

To illustrate how different sectors/industries are affected by Brexit’s impact on recruitment, let us examine two case studies:

The tech industry has experienced a significant impact from Brexit on its labor force (Johnson, 2019). Uncertainty surrounding future employment prospects has led many tech workers from Britain towards Ireland where they perceive more stability and better career opportunities.

Similarly, the social care sector faces considerable challenges recruiting and retaining staff due to factors such as low wages and limited career progression (Read & Fenge, 2018). While Brexit adds further uncertainty about accessing overseas workers within this sector, it also provides an opportunity for greater investment in domestic workforce development efforts.

Government Initiatives and Support

Recognizing the importance of supporting businesses with post-Brexit recruitment challenges, the UK government has implemented various initiatives. These include providing guidance to companies on navigating changes in immigration regulations and offering financial incentives for upskilling programs.

However, it is essential to continuously evaluate the effectiveness of these initiatives and identify areas for improvement. Regular consultations with businesses and industry representatives can help refine government support mechanisms and ensure they align with evolving needs.


In conclusion, Brexit has had a significant impact on recruitment practices in the United Kingdom. Changes to immigration policies and trade agreements have introduced new challenges for businesses seeking talent both domestically and internationally. To navigate these challenges successfully, organizations must adapt their recruitment strategies by investing in domestic talent pipelines, upskilling existing employees, and exploring alternative sources of international talent.

While the road ahead may be uncertain, proactive measures taken by businesses, combined with effective government support, can mitigate many of the disruptions caused by Brexit’s impact on recruitment in the UK.


Johnson, D. (2019). Brexit pushes tech workers from Britain to Ireland: Confusion about the future is changing recruitment – [Resources_Careers]. IEEE Spectrum, 56(8), 18–19.

Read, R., & Fenge, L. (2018). What does Brexit mean for the UK social care workforce? Perspectives from the recruitment and retention frontline. Health & Social Care in the Community, 27(3), 676–682.

Edwards, D., Trigg, L., Carrier, J., Cooper, A., Csontos, J., Day, J., Gillen, E., Lewis, R., & Edwards, A. (2022). A rapid review of innovations for attraction, recruitment and retention of social care workers, and exploration of factors influencing turnover within the UK context. Journal of Long Term Care, 205–221.

Chankseliani, M. (2017). Four Rationales of HE Internationalization: Perspectives of U.K. Universities on Attracting Students From Former Soviet Countries. Journal of Studies in International Education, 22(1), 53–70.

Brexit on Recruitment Relevant Links

Best HRM Dissertation Topics For University Students

Recruitment Dissertation Topics

If you have any further questions or would like to share your thoughts, please feel free to leave a comment below. We look forward to continuing the conversation and embarking on new adventures together.

Understanding Performance Management

Understanding Performance Management

Explain formal and informal performance management evaluation in the workplace

Performance Management – A mentor’s role is to guarantee that informal evaluations are conducted regularly in the course of their work relationship and that their employees’ progress can be tracked in real-time. This form of evaluation can be accomplished through job-related conversations, a casual get-together over coffee, or an on-site inspection of a particular piece of work. Employees can benefit from less formal assessments by gaining as much information as possible without causing delays or mistakes.

This increases their chances of changing their behaviour (Aboalshamat et al., 2020). It is possible to avoid such surprises since informal feeds to employees are noted in the official assessment. Formal assessments should never take the place of informal ones, even if the latter is more convenient.

As part of a worker’s yearly performance assessment, this is commonly used for more official discussions between a manager and an employee. Maintaining a fresh annual evaluation is a priority for me as a line manager. This form of evaluation focuses on the employee’s accomplishments as well as their efforts to correct any flaws they may have.

In performance management, explain the job of the first-line manager

It is the first-line manager’s responsibility to make sure that his team accomplishes its goals. A first-line manager is responsible for providing consistent direction to the members of his staff to ensure that his team performs properly and that its members comprehend both their individual and collective goals, as well as how they contribute to the advancement of the business.

When they see their employees succeed, they may promote their feedback and help guide their development (Phillips et al., 2016). As a new employee, you may support them by saying “up to date” to help them feel more confident in their role, or you can give them input or assign them tasks to help them rise to a specific position. As a manager, I believe that performance is just as important, whether it’s a simple “thank you” or a more formal thank you.

Identifying the fundamental reason for a team member’s noncompliance with requirements is critical. Everyone who is straining to deliver resources and equipment should report to you as their first-line manager.

Identify ways to ensure fair and objective formal assessment

To determine remuneration, incentive, promotion, and transfer choices, an assessment of employee performance is necessary. As a result, it has a profound effect on staff morale and motivation (Yu et al., 2020). But when it comes to making judgments on employee transfers, salary, advancement, and recognition, supervisors must use extreme caution. Employee morale suffers when they see their efforts and contributions go unnoticed. The approaches listed below allow managers to conduct performance reviews that are both fair and objective.

Fair Progress System

It is the primary objective of doing an employee evaluation to enhance the performance of the employee and to provide assistance to them. Identifying and correcting implementation hurdles is a joint responsibility of both management and staff ( Bozer et al., 2021). If employees aren’t included in the decision-making process, it might be unreasonable to expect them to return to high levels of performance.

Fair Performance Review

For the assessors to grasp the aims of performance evaluation, the organisation must train them. They should be aware of how the performance review system operates, be able to provide constructive comments and maintain a focus on capabilities and behaviour as opposed to personalities (Yu et al., 2020). When it comes to evaluating their performance, employees should be given the freedom to do so at will.

Fair Report

Even before conducting interviews, managers may reflect on what they’ve seen of their staff in the real world (Bozer et al., 2021). Because a superficial assessment of an employee’s performance cannot provide sufficient and correct information, the management should spend more time observing and recording data to get a more complete picture.

Fair Assessment

Each employee’s job description and how their performance is being evaluated should be clearly stated in an evaluation assessment. Employees and employers benefit from open communication when this type of information is shared.

Explain how to set SMART objectives for a team member

Goals that are measurable, attainable, relevant, and time-bound are referred to as SMART. An organization’s key success statistics, such as earnings, or the accomplishment of a specific objective are all examples of typical metrics (Jones, 2016).

Good public health practice involves solid objectives to assess improvement in the direction of reaching goals and results. Various programmes and services are supported by awards that involve planning, executing, and achieving goals to guarantee success for future funding. Organizations strive to set meaningful goals that effectively evaluate improvement in the direction of a goal.

  • The aim must be explicit and not vague or nonspecific, e.g., safety
  • To determine whether a project is a success, you must first determine whether it can be measured, e.g., patient care
  • It must be possible to fulfil a goal with the money that is available, e.g., efficiency
  • The goal or target specified is related to the organization’s objectives and will have an impact on the business, e.g., accuracy
  • A date is required to compute the mission’s duration, e.g., learning and development

Explain how to set performance standards for a team member

Managers must keep tabs on and establish expectations for their workers’ performance to help them grow professionally. Both managers and team members should be involved in defining and setting performance criteria to guarantee that everyone is on the same page and ready to commit. There is a greater sense of accountability and incentive when employees have a say in determining their performance criteria.


It is of the utmost importance to analyse and revise the job requirements with the workforce and to discuss the kinds of objectives employees should set for themselves. The benchmark must be measurable so that managers can monitor and compare the performance of their employees over time. Comparing performance amongst employees in the same role is made easier when they are measured using metrics.

Past Data

Before setting new performance objectives, it is critical to undertake a thorough analysis of all available historical data on existing goals.

Keeping track of your progress

Make sure everyone knows what they’re expected to accomplish and how they can help the team achieve it. By the end of the month, for example, the salesman must raise sales by 15%.

Frequent Meetings and Open Debate

Regular meetings to discuss and execute new performance requirements should be held on a monthly or every six-week cycle, as appropriate. The end-of-month meeting at Milltech, for example, is used to discuss issues and areas that require development. Regular meetings allow team members to share their thoughts and suggestions for enhancing their work performance.

Performance Management HRM Project
Performance Management HRM Project

Explain how to measure performance against agreed standards

Continual Examination

Many businesses choose to conduct performance evaluations regularly rather than once every few months or once a year. As a result, regular feedback aids in the early detection of issues and the implementation of corrective measures before they worsen.


With the use of a checklist, it is simple to track employee performance and identify those employees who are under-performing and may require more support. In addition, it aids in identifying people who require further education and training to perform at a higher level.


To get the greatest results, you should ask your staff to do a self-assessment. Employees who are held accountable for their work may be more concerned about it than the team’s leaders. With the use of this exam, team leaders may help their employees better understand how well they’re performing.

360 Feedback

Using the system, employees from all departments and levels of the organisation may provide input on their ideas, thoughts, comments, and assessments of their performance. When using 360- degree feedback, you may assess input from a wide range of sources, allowing you to see both good and negative trends as well as areas in need of improvement.

Visual Ratings

When it comes to evaluating employee performance, the typical graphical scale employs the digits 1-10. Decision-making and comprehending certain activities can be placed on a scale of one to ten.

Explain the importance of feedback to improve performance

Achieve the expected results and obtain timely feedback from your team members by clearly defining their roles and responsibilities. You’ll gain more self-confidence and feel better about your work if you conduct daily evaluations. It would be a wonderful learning experience for the team member to take advice on failures and faults so that they may reflect on whatever went down and what they can do to avoid making the same mistake again ( Yu et al., 2020).

You must communicate clearly and succinctly with anyone who isn’t meeting the basic criteria of success to be conscious of the necessity for change, and it’s also an excellent beginning point for an open debate about productivity and what the group member can do to improve performance with the support of the manager.

Describe how to give effective feedback during performance management reviews

As a manager, I prefer to use the CORBS feedback approach when I must give an employee feedback.

  • Make a concise and unambiguous description of the situation or actions
  • If you’re referring to someone else, use terms and vocabulary like “I feel,” “I believe,” or “you are” instead of “you.”
  • The default behaviour is to deliver the information to the case in the simplest form imaginable so that it will be remembered
  • In place of having things go in one direction alone, it is healthy to incorporate both negative and positive feedback
  • At its most fundamental, the feedback should be concentrated on the enforcement
  • When confronted with negative feedback in the structured framework, I turn to the BEEF model for support
  • How a person acts or behaves is known as their comportment
  • A single illustration of a problem or activity is referred to as an example
  • The impact is either the impact that something has on someone else or the consequence of something happening
  • You can have everything you desire in the future, starting right now

Identify potential areas of under-performance in the workplace

Since under-performance may be so costly and detrimental, any organisation should consider addressing the issue. Under-performance can be caused by a variety of factors, including the following:

Lack Of Space For Growth

It’s not uncommon to have employees that don’t care about their performance and are content to show in, do their thing, and go home. Others, on the other hand, are aware of the company’s potential for growth. The lack of room for advancement can have a detrimental influence on an employee’s overall performance. Consequently.


There are several common workplace issues, such as employee dissatisfaction, that contribute to under-performance.


It’s impossible to expect good performance from personnel if they aren’t enthused about what they do. Having inspiring executives in the firm, for example, can lead to more motivated employees, which can have a favourable effect on productivity.

A Lack Of Praise And Acknowledgement

When employees feel valued and recognised via the use of incentives, they are more productive. They may, for example, decide to leave and seek employment with another satisfying organisation.

Inadequate Leadership and Effective Performance Management

Disengaged and disorganised managers are less expected to provide a positive work environment, which in turn has a negative influence on team performance and productivity.

Determine the root reasons for performance management shortfalls

An essential part of training is A member of staff who may not be equipped to do their tasks due to a lack of relevant experience or competence. Adding a new task or having a new employee who is unable to learn how to do this work might be to blame.

An example of an impetus is someone on the team who is qualified yet unable to do their duties. Lack of rapport with the supervisor, disinterest in routine tasks, or an unwillingness to complete them is all possible explanations (Bozer et al., 2021). A problem with capacity occurs when a person in our team is doing everything they can and knows to do to finish their task, yet it is still not enough.

This may be the result of problems at work or home, both of which hurt the individual’s performance at work. A systematic problem, such as several teams that don’t operate properly. It’s possible that sharing information or providing services can cause you some headaches.

Describe actions to restore performance management to acceptable levels

To get the results back on track, you need to identify and address the error with your teammate. You should gather evidence to support your claims of under-performance. Recommendation: Copies of previous assessments, ideas, and proposals to enhance performance have also been suggested (Crocker et al., 2016).

A meeting with your team member is necessary once the data has been collected so that you may explain your findings and present the proof you’ve gathered. Try to interact with the member of the team and listen to what they have to say because they are already familiar with the problem and have ideas about how it may be improved. It is possible to work out a plan of action with your supervisor and your team member after this initial discussion (Green et al., 2020).

Retraining on a new task, mentorship and supervision from managers, or a reduction in the workload of team members are all options. Team members who fail to follow and finish this approach, such as through disciplinary measures that might lead to their dismissal, must be fully informed of the consequences.


Aboalshamat, K., Al-Zaidi, D., Jawa, D., Al-Harbi, H., Alharbi, R. and Al-Otaibi, S., 2020. The effect of life coaching on psychological distress among dental students: interventional study. BMC psychology, 8(1), pp.1-8.

Arena, D., Perini, S., Taisch, M. and Kiritsis, D., 2018. The Training Data Evaluation Tool: Towards a unified ontology-based solution for industrial training evaluation. Procedia Manufacturing, 23, pp.219-224.

Bozer, G. and Jones, R.J., 2018. Understanding the factors that determine workplace coaching effectiveness: A systematic literature review. European Journal of Work and Organizational Psychology, 27(3), pp.342-361.

Bozer, G. and Jones, R.J., 2021. Introduction to the special issue on advances in the psychology of workplace coaching. Applied Psychology, 70(2), pp.411-419.

Crocker, J., Shields, K.F., Venkataramanan, V., Saywell, D. and Bartram, J., 2016. Building capacity for water, sanitation, and hygiene programming: Training evaluation theory applied to CLTS management training in Kenya. Social Science & Medicine, 166, pp.66-76.

Green, S., Grant, A.M. and Rynsaardt, J., 2020. Evidence‐based life coaching for senior high school students: Building hardiness and hope. Coaching Researched: A Coaching Psychology Reader, pp.257-268.

Jones, R., 2016. The effectiveness of workplace coaching: A meta-analysis of learning and performance management outcomes; scale development; theoretical model of individual differences and longitudinal study (Doctoral dissertation, Aston University).

Jones, R.J., Woods, S.A. and Guillaume, Y.R., 2016. The effectiveness of workplace coaching: A meta‐analysis of learning and performance outcomes from coaching. Journal of Occupational and Organizational Psychology, 89(2), pp.249-277.

Phillips, J.J. and Phillips, P.P., 2016. Handbook of training evaluation and measurement methods. Routledge.

Yu, N., Collins, C.G., Cavanagh, M., White, K. and Fairbrother, G., 2020. Positive coaching with front-line managers: enhancing their effectiveness and understanding why. Coaching Researched: A Coaching Psychology Reader, pp.269-283.

Relevant Performance Management Posts

Managing Team Performance

Leadership Strategies for Improving Performance Dissertation

HR Dissertation Topics

Did you find any useful knowledge relating to performance management in this post? What are the key facts that grabbed your attention? Let us know in the comments. Thank you.

Employee Motivation: Role in Modern Management

Employee Motivation: Role in Modern Management

Modern Management and Employee Motivation – Most of the organizations’ performance today relies heavily on the current dynamic change in technologies and quality of the employees to deliver on the assigned duties (Abid, 2015). Therefore, due to the technical requirement for service delivery, there is the need for the respective companies to initiate and promote morale to encourage performance in production.  Indeed, the studies show that a motivated employee delivers the best to the expectation of the respective company (McCaffer, 2013).

Thus, motivation is a process that influences and induces an individual to work harder and efficiently to achieve the company’s objectives.  However, the company can only achieve its target by embracing a democratic working environment that allows the views of the majority employee to thrive (Abid, 2015). For instance, the employees must be listened to, and their views taken into consideration for better results of the company.  Therefore, the following few steps can help motivate the employee to work hard, diligently and yield good results for the company.

The first step in motivating the employees requires that the employer carries a proper assessment audit on the ability and the performance of the employees, and therefore rewarding based on their results (Reinholt, 2011). In fact, if the assessment is true, then it will promote an individual employee to work harder to maintain and improve their rating. For instance, the studies show that better-remunerated employees have confidence in their work regardless of their working condition (McCaffer, 2013). Hence, the management of such a company is relieved of the pressure that emanates from competitors.

Secondly, the management should also consider the working environment for the employees. In most cases, there is the need for the management to embrace a democratic leadership that allows all the views for the employees in the decision-making process.

In fact, this makes them feel privileged to be part and parcel of the company. However, to achieve this kind of strategy, there is need to have efficient communication, good language tones, and etiquette. Indeed, this is the most vital part of the management practice (Sennewald, 2003).

Lastly, modern companies are faced with enormous challenges to competition, unstable currencies that pose liquidity problems to companies and firms as well as the unpredictable weather patterns (Reinholt, 2011). However, due to the above challenges, most companies fall short of the right labor force that can provide the skill to match the problems that the companies face. In fact, for those employed, tend to feel overstretched in terms of their performances. Hence, it becomes wise for the management to enhance their moral by initiating learning programs and workshop that would train them to face the problems that exist and handle them effectively (Abid, 2015).

Modern Management and Employee Motivation
Modern Management and Employee Motivation

In conclusion, in today life, most companies and firms are faced with enormous challenges that affect their productivity and profitability. However, these are problems that are inherent to the fact that most companies do not embrace democratic leadership, but rather they consider authoritarian; where the managers are the final say to the company’s progress.

On the contrary, it is wise to embrace democracy so as to help compete with other companies and improve the performance in terms of profitability and productivity. However, it can only be achieved through employees’ motivation. For instance, by offering reasonable salaries and allowances, initiating training and workshop programs and enhancing proper communications skills according to the ranks. Therefore, the employees must feel that they are part and parcel of the company for the better results to come.


Abid, S. U. (2015, August 9). The Impact of Rewards on Employee Motivation, the Mediating role of Office Design: Empirical Evidence from Hotel Industry of Pakistan. IOSR Journal of Business and Management IOSR-JBM, 46-51.

McCaffer, F. H. (2013). Modern Construction Management. (7th, Ed.) Chicester: Wiley.

Reinholt, T. P. (2011, December 1). Why a Central Network Position Isn’t Enough: The Role of Motivation and Ability for Knowledge Sharing in Employee Networks. Academy of Management Journal, 1277-1297.

Sennewald, C. (2003). Effective security management. (4th, Ed.) Amsterdam: Butterworth-Heinemann.

Relevant Posts

HRM Dissertation Topics

HR Metrics and Workforce Analytics

Did you find any useful knowledge relating to modern management and employee motivation in this post? What are the key facts that grabbed your attention? Let us know in the comments. Thank you.

The Minimum Wage

The Minimum Wage

How people are paid varies from place to place and largely. The most common way of payment is hourly. Therefore, the establishment of a minimum wage is important since the standards of living especially in cities are rising at a very high rate (Neumark et al., 2004). The minimum wage is simply the lowest amount an employee should be paid as he or she works hourly. The wages depend on which state one is and the kind of job involved. For the minimum wage to go up, the federal state or government has to declare.

Further research should take place to determine how people survive and what entails their ways of earning. There are ethical implications due to this issue on the minimum wage. The wages might raise, but people will shun from employing many people to cut the cost spent on salary payment. With low payment then people also tend to find other ways mostly illegal to get money. Therefore, it would be prudent to simply increase the minimum wage rate, and the government ensures they create more job opportunities in various ways to avoid idlers.

Most businesses have employed the minimum wage policy and are running that way. It has been noted that most of the hardworking folks are the lowest paid. Although many have raised an issue and said that as much as someone works at times on is not able to get what he or she exactly needs (Lopresti & Mumford, 2016). That is to cater for all basic needs even if someone decides to have some jobs at once it is quite impossible. Therefore, the best way to invest in the economy is by ensuring the low-income workers are paid well since they are hardworking and will ensure they get something from it.

Their way of spending is also highly monitored because of their understanding of the cost it takes to get to where they are. People have also claimed they can create more business opportunities and do away with much of the need for government assistance. With all these put in place then it is possible to achieve more and also secure the state from many arising issues due to the minimum wage.

There were some ways used to determine whether the sources of the information are credible. First, the author of the given information. According to Taylor, the wages should be increased since not many people have new employees too often. The author is an indicated it is most probably very reliable. In addition to that, one is also able to choose the desired author who is well known for having indicated facts and with good content.

Minimum Wage HR Project
Minimum Wage HR Project

Neumark says that wages are not enough, but when people also uphold high ethical standards, then they will be content with what they get, many people earn a lot and have much in their cup but instead decide to acquire more due to discontentment (Neumark et al., 2004). This source appears to be very reliable due to the indication of dates and timings that were exact, and one can refer to clearly. Neumark also states that a large number would avoid crime with the provision of needs, only a few are greedy.

The possession of a domain makes it reliable. It is almost impossible to balance both aspects but hopes for the best as has been witnessed from time to time. Therefore, work within your ability and live within your means and ensure as an individual one can strike a balance. As an employer promote your employees when the need arises and as an employee support the course for a greater gain and in turn share in the fruits.

Therefore, it is important to at least have some sources to ensure weight on any information given (Schmitt, 2013). Different people have different opinions hence giving one quite a wider perspective of approach to a particular issue. Scholarly articles also ensure that one meets the required standard since they help attain a certain quality of information (Belman & Wolfson, 2014).

They have also helped to ensure authenticity and present ability of a research paper, therefore; it can be used for the future response. Most of the important things to observe are who the author is, the sources, whether he cites contains a domain, its design, and style of writing. An outline of facts and some presently occurring circumstances helps one be able also to certify the information. With all these put in place then the article can be rendered reliable and indeed be used for more than the purpose of being kept but also for reference.


Belman, D., & Wolfson, P. J. (2014). What does the minimum wage do? What Does the Minimum Wage Do? 1, 1–456.

Lopresti, J. W., & Mumford, K. J. (2016). Who benefits from a minimum wage increase? Industrial and Labor Relations Review.

Neumark, D., Schweitzer, M., & Wascher, W. (2004). Minimum Wage Effects throughout the Wage Distribution. The Journal of Human Resources, 39(2), 425.

Schmitt, J. (2013). Why Does the Minimum Wage Have No Discernible Effect on Employment? Center for Economic and Policy Research, (February), 1–28.

Taylor, J., & Taylor, R. (2011). Working hard for more money or working hard to make a difference? Efficiency wages, public service motivation, and effort. Review of Public Personnel Administration, 31(1), 67–86.

Minimum Wage Relevant Posts

HRM Employee Relations

HRM Dissertation Topics

Did you find any useful knowledge relating to the minimum wage in this post? What are the key facts that grabbed your attention? Let us know in the comments