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We show how organizational forms shape job structures, specifically the variety and types of jobs employees hold, extending previous research on job structures in four ways. First, the social codes associated with wineries’ generalist and specialist forms constrain the number of jobs and functional areas delineated by job titles. Second, form-based constraints are weakened by institutional rules that impose categorical distinctions on organizations. Third, these constraints are stronger when there is more consensus around forms. Fourth, these constraints are contingent on the legitimacy and resources of organizations of varying ages and sizes.

The purpose of this paper is to investigate and analyze library jobs advertised by higher education institutions, newspapers and job market sites in United Arab Emirates (UAE).

The paper uses summative content analysis approach for data collection, data analysis, evaluation and assessment. It reports about the accuracy of advertisements, job titles, job categories, locations and types of libraries.

Higher education institutions demonstrate the highest accuracy level in advertising library jobs. Librarian emerged to be the highest advertised title by the sources. e-library executive, principal-publications and library, and primary librarian found to be the new titles in the market. The paper also found inconsistencies and lack of uniformities among the sources in using job categories to advertise library jobs. In fact, none of them used the term “library” in any category. Academic libraries recorded the highest advertised jobs compared to other types of libraries.

The paper is based on library jobs advertised on the websites. Websites are only one source of library job advertisement.

The paper provides important information for librarians looking for library jobs in the Middle East as well as for library managers and decision makers who wish to recruit library professionals.

The paper represents one of the few studies conducted on library job marketing in UAE. Findings of the study may contribute to the improvement of library job marketing not only in UAE but also in the other gulf countries.

This chapter estimates a dynamic reduced-form model of intra-firm promotions using an employer–employee panel of over 300 of the largest corporations in the United States in the period from 1981 to 1988. The estimation conditions on unobserved individual heterogeneity and allows for both an endogenous initial condition and sample attrition linked to individual heterogeneity in demonstrating the relative importance of variables that influence promotion. The role of the executive’s functional area in promotion is considered along with the existence and source of promotion fast tracks. We find that while the principal determinant of promotions is unobserved individual heterogeneity, functional area has a high explanatory power, resulting in promotion probabilities that differ by functional area for executives at the same reporting level and firm. No evidence is found that an executive’s recent speed of advancement in pay grade has a positive causal impact on in-sample promotions after conditioning on the executive’s career speed of advancement, except for the lowest level executives the data. Fast tracks appear to largely result from heterogeneity in persistent individual characteristics, not from an inherent benefit in recent advancement itself.

This study aims to investigate how various aspects of intraorganizational career advancement – current career attainments, recent pace of upward mobility, and future prospect of career advancement – affect voluntary turnover, drawing empirical evidence from a multinational corporation (MNC) in Taiwan's cultural and labor market environment.

The empirical study was based on statistical analyses of personnel records of 303 employees in a multinational bank in Taiwan. A discrete‐time logistic model was used to analyse voluntary turnover events.

Results showed that salary increase and job status generally reduced voluntary turnover. A ceiling position on the job ladder induced turnover and also moderated the relationship between corporate title duration and turnover and that between age and turnover.

Because the empirical evidence was based on data collected from one MNC in Taiwan's distinct research context, this may limit the generalizability of some findings in the study.

Whereas much of the literature on turnover has focused on psychological models, this study adopts an objective career perspective and highlights the significance of intraorganizational career advancement in affecting voluntary turnover. It also deepens one's understanding of career development and choices in a Chinese cultural environment.

Jobs fundamentally influence and are influenced by individuals, organizations, and societies. However, jobs themselves are largely conceptualized in an atomized and disembodied way. They are understood as being designed, altered, and dissolved and bringing their consequences one at a time. I advance an alternative view of jobs as a system of ties that span jobs, organizations, and the environment beyond organizational boundaries. These ties create Gordian Knots that hold jobs in place and explain how they change. I illustrate the model with case study evidence and propose an agenda for research on jobs as organizational systems.

The purpose of this paper is to describe and analyze changes in the descriptions and requirements of professional communicators in Swedish job advertisements between 1960 and 2010.

Through a quantitative content analysis, this study approaches organizational requirement information in order to better understand changes in the description of the ideal candidate and professionalization.

The results show that job titles have gradually become more specified and strategically orientated. Tactical qualifications dominated the first decades but operational and strategic skills were increasingly required in the material over the last two decades.

Even if job advertisements could expose the historical changes in expectations and demands on communicational professional practitioners, further studies could entail complementary material such as interviews with senior communications managers and headhunters.

In order to be legitimized as a field of profession, scholars, teachers and practitioners need to create ideals and ideologies that can justify and defend business and education. This paper stimulates practitioners to reflect critically on such issues.

The key contribution of this paper is to explicate how the image of communication practice and the demands on communication practitioners have changed during the last 50 years.

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.

The purpose of this paper is to investigate whether communicating recent changes in the sales profession, shifting from a performance-focused model to a customer need-focused model, to job candidates by re-labeling job descriptions can increase job candidates’ interest in pursuing sales jobs.

Two experiments using job candidates (undergraduate business students) were conducted at two public US universities to examine: whether job candidates use job title or job description to determine their interest in pursuing jobs and whether terminology used in the job description affects job candidates’ interest in pursuing sales jobs.

Results show that job candidates’ interest in pursuing jobs are affected by job titles more than the actual job responsibilities. Further, job candidates’ interest in pursuing sales jobs is affected by terminology used in the job descriptions, where customer need-focused (selling-focused) terminology increases (decreases) interest in pursuing a sales job.

Sales jobs have been recognized as one of the hardest job positions to fill. Results from this paper can help recruiters develop effective strategies to improve job candidates’ interest in pursuing sales jobs, especially the emerging social selling jobs.

Contrary to most extant research that investigates resistance toward sales jobs by examining job candidates’ idiosyncratic characteristics, this paper adopts a branding and consumer learning perspective and examines how job candidates’ interest in pursuing a job is influenced by their ability or willingness to process job information.

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.

Managerial job changing is becoming an increasingly important issue in managerial careers. Due to reasons such as global competition, mergers, acquisitions, corporate downsizing, and cost‐cutting, fewer executives believe that the organisations that they start their careers with will be the organisation that they retire from. Executives who changed jobs in 1987 through five worldwide executive search firms reported their expectations about job change (Worldwide Executive Mobility, 1988). Of the less senior executives, about three‐fourths expected to change companies again within the next ten years. Salary was one potential outcome for these managers. The median raise associated with a job change was about thirty per cent. Advancement was another possible outcome. Top executives had typically held five different jobs and had worked for three different companies in the previous fifteen years. Increased job responsibility was also a potential outcome, although for some job changers job responsibility decreased. A third of U.S. executives changed jobs without changing titles but a third of those who changed job titles moved to jobs of a lower rank. Forty‐three per cent of managers outside the U.S. changed jobs without changing job titles and a quarter of the job title changes were to lower rank.