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The purpose of this paper is to contribute to the field’s understanding of how to raise individual innovation. Specifically, the authors aim to contribute to an understanding of the interplay of job characteristics and intrinsic motivation for individual innovation.

The study uses time-lagged survey data of a public service organization in Belgium. The analyses are based on more than 80 jobs and more than 1,000 employees. Hierarchical linear modeling was adopted to test cross-level hypotheses.

Innovation requirements influence individual innovation efforts by psychologically empowering employees, but the extent to which psychological empowerment translates into individual innovation depends on job complexity.

A more nuanced understanding is developed of when innovation requirements empower individual innovation, by acknowledging the role of job complexity in this relationship. The current findings contribute to a multilevel integrative understanding of the interplay of the job context and intrinsic motivation.

Higher education institutions have undergone a transformation over the past few decades, from loosely coupled systems to more centrally managed organizations. Central to this ongoing development is the increasing competition for resources and reputation, driving higher education institutions to rationalize their structures and practices. In our study, we focused on changes in job advertisements for professorships in Germany from 1990 to 2010. Findings showed that the requirements stipulated by universities for professorial positions have become increasingly differentiated (and measurable) over time. In this context, competitive aspects, such as third-party funding, international orientation, or publications, have particularly come to the fore and grown significantly in importance. We discuss these findings in light of an increasing managerialization of higher education institutions, which has a direct effect on collegiality. We argue that the differentiation of professorial job profiles leads to even more formalized appointment processes and may push collegial governance into the background.

Several problems present themselves when discussing the concept of obsolescence in relation to human behaviour within organisations. Most definitions of ‘obsolescence’ in fact refer to evaluations of inanimate physical phenomena within a dynamic context, not to human behaviour as such. Thus ‘obsolescent’ is often defined as ‘going out of date’, ‘falling into disuse’, or in accountants' terminology, as part of the process of calculating depreciation, involving the assessment of the ‘inadequacy of an asset relative to newer models’. Yet these ‘definitions’ beg the question. When is a machine (or an operative or manager) ‘out of date’, when is any asset, human or otherwise, ‘inadequate’ as compared to something ‘newer’ and where is the dividing line between ‘new’ and ‘old’ to be placed? These questions suggest that to define what we mean by ‘obsolescent’ in relation to any phenomenon, involves essentially a process of evaluation in the light of selected criteria in some particular context.

Every employer, unless he or she has no pool of applicants or potential applicants to choose from, engages in hiring choices. While the hiring process may vary, both from one employer to another and from one job to another, some form of screening occurs. In recent years, students of management have noted the proliferation of screening practices in the hiring process, especially in bringing new technologies such as medical and drug testing procedures. Testing and other screening practices, while wide‐ranging both with respect to their ends and means, have raised consistent patterns of concern among job‐seekers, public policy makers and managers themselves. In this monograph a variety of methods of screening and issues of public policy raised by screening procedures are discussed. An overview of United States law regulating the screening process is provided, together with future directions in the area of screening in the US.

Most of the studies carried out on human factor in software development concentrate primarily on personality traits. However, soft skills which largely help in determining personality traits have been given comparatively little attention by researchers. The purpose of this paper is to find out whether employers' soft skills requirements, as advertised in job postings, within different roles of software development, are similar across different cultures.

The authors review the literature relating to soft skills before describing a study based on 500 job advertisements posted on well‐known recruitment sites from a range of geographical locations, including North America, Europe, Asia and Australia. The study makes use of nine defined soft skills to assess the level of demand for each of these skills related to individual job roles within the software industry.

It was found that in the cases of designer, programmer and tester, substantial similarity exists for the requirements of soft skills, whereas only in the case of system analyst is dissimilarity present across different cultures. It was concluded that cultural difference does not have a major impact on the choice of soft skills requirements in hiring new employee in the case of the software development profession.

Specific studies concerning soft skills and software development have been sporadic and often incidental, which highlights the originality of this work. Moreover, no concrete work has been reported in the area of soft skills and their demand as a part of job requirement sets in diverse cultures, which increases the value of this paper.

The purpose of this paper is to learn more about demand for competences is crucial for revealing the complex relationship between employee selection, different strands of education and training and labor market regulation.

Content analysis and statistics of job advertisements.

Employer skills requirements even for low- and medium-skilled jobs are highly specific. Formal education requirements are higher than they “should” be. No detectable “basic package” of general cognitive skills for low- and medium-skilled jobs was found. Employer demand focusses on non-cognitive skills and specific cognitive skills. Specificity of skill requirement across different sectors or occupation groups differs vastly between different types of low- and medium-skilled jobs and is linked to the interactive nature of the job, not to the qualifications or the experience required.

The analysis can be considered an initial feasibility test for a larger comparative cross-country project that would aim to understand labor demand in different EU countries.

The analysis could be used as input in designing labor market policy and life-long learning programs to integrate low-skilled and unemployed.

The research provides a tool to match disadvantaged workers to jobs for which they possess greater capabilities or to help them develop crucial skills for a given occupation.

This paper contributes to the HRM literature with a more demand-led approach to labor market policy. The authors reveal what role skills and upskilling can play in alleviating the problem of unemployment. The results can be useful for HR specialists and policy makers.

Job analysis is the common basis for designing a training course or programme, preparing performance tests, writing position (job) descriptions, identifying performance appraisal criteria, and job restructuring. Its other applications in human resource development include career counselling and wage and salary administration. Job analysis answers the questions of what tasks, performed in what manner, make up a job. Outputs of this analytical study include: (a) a list of the job tasks; (b) details of how each task is performed; (c) statements describing the responsibility, job knowledge, mental application, and dexterity, as well as accuracy required; and (d) a list of the equipment, materials, and supplies used to perform the job. Various techniques for conducting a job analysis have been used. Each has its advantages and disadvantages. As a result, different techniques or combinations of techniques are appropriate to different situations. The combined on‐site observation and individual interview techniques are recommended for industrial, trade, craft, clerical, and technical jobs because they generate the most thorough and probably the most valid information. A job analysis schedule is used to report the job information obtained through observations and individual interviews. The schedule provides a framework of 12 items in which to arrange and describe important job analysis information. These 12 items are organised into four sections. Section one consists of items one through four. These items identify the job within the establishment in which it occurs. The second section presents item five, the work performed. It provides a thorough and complete description of the tasks of the job. The Work Performed section describes what the job incumbent does, how it is done, and why it is done. Section three presents items six through nine. These are the requirements placed on the job incumbent for successful performance. It is a detailed interpretation of the basic minimum (a) responsibility, (b) job knowledge, (c) mental application, and (d) dexterity and accuracy required of the job incumbent. The fourth section includes three items which provide background information on the job. These items are: (a) equipment, materials and supplies; (b) definitions of terms; and (c) general comments. Appendix A is a glossary of terms associated with job analysis. It is provided to facilitate more exacting communication. A job analysis schedule for a complex and a relatively simple job are included in Appendices B and C. These examples illustrate how important job analysis information is arranged and described. Appendix D provides a list of action verbs which are helpful when describing the manipulative tasks of a job.

The purpose of this paper is to overcome the problems that skill mismatch cannot be measured directly and that demand side data are lacking. It relates demand and supply side characteristics by aggregating data from jobs ads and jobholders into occupations. For these occupations skill mismatch is investigated by focussing on demand and supply ratios, attained vis-à-vis required skills and vacancies’ skill requirements in relation to the demand-supply ratios.

Vacancy data from the EURES job portal and jobholder data from WageIndicator web-survey were aggregated by ISCO 4-digit occupations and merged in a database with 279 occupations for Czech Republic, being the only European country with disaggregated occupational data, coded educational data, and sufficient numbers of observations.

One fourth of occupations are in excessive demand and one third in excessive supply. The workforce is overeducated compared to the vacancies’ requirements. A high demand correlates with lower educational requirements. At lower occupational skill levels requirements are more condensed, but attainments less so. At higher skill levels, requirements are less condensed, but attainments more so. Educational requirements are lower for high demand occupations.

Using educational levels is a limited proxy for multidimensional skills. Higher educated jobholders are overrepresented.

In Europe labour market mismatches worry policy makers and Public Employment Services alike.

The authors study is the first for Europe to explore such a granulated approach of skill mismatch.

Although building information modeling (BIM) has brought competitive advantages and many new jobs, the BIM-related job market is still confusing in China, which will undermine the adoption of BIM. This paper aims to show what kinds of BIM-related jobs are there in China, what employers require and whether all BIM engineers are the same kind.

A text mining approach, structural topic model, was used to process the job descriptions of 1,221 BIM-related online job advertisements in China, followed by a cluster analysis based on it.

First, 10 topics of requirements with the impact of experience and educational background to them were found, namely, rendering software, international project, design, management, personal quality, experience, modeling, relation and certificate. Then, six types were clustered, namely, BIM modeler, BIM application engineer, BIM consultant, BIM manager, BIM developer and BIM designer. Finally, different kinds of BIM engineers proved this title was an expediency leading to confusion.

This paper can provide a clear and insightful look into the confusing and unheeded BIM-related job market in China and might help to cope with the abuse of job titles. It could also benefit both employers and candidates in their recruitment for better matching.