Strategic job analysis

The application of job analysis techniques makes the implicit assumption that information about a job as it presently exists may be used to develop programs to recruit, select, train, and appraise people for the job as it will exist in the future. Given a rapidly changing internal and external world it is likely that many jobs will change in the future. This article reviews some new techniques that, when added to traditional job analysis procedures, may facilitate strategic planning for the development of personnel procedures such as selection and training. Examples of the new technique are presented, followed by a discussion of some topics requiring future thought and research.     

An integrated replenishment-recruitment policy in a sustainable retailing system for deteriorating products

Currently, retail facilities play a significant role both economically and socially for their contributions to job creation and to reducing unemployment. In this paper, economic, environmental, and social issues, including unemployment, job creation for the local workforce within their hometown, the immigration of an unemployed workforce, and the naturalization of non-natives are addressed for a retailer. We explore the class of deteriorating products from the viewpoint of its economic and environmental features. Then, a linear multi-objective mathematical model is developed to determine an integrated replenishment and recruitment policy for the retailer in the direction of sustainability. Using data from the flower industry, a numerical analysis is presented. The results indicate that if necessary facilities and infrastructures are provided to permanently settle qualified immigrants, both social and economic indicators will be improved. We also determine that by concentrating on strategies such as job creation for natives through retail facilities with no increase in production capacity and by applying careful policies for immigration and naturalization, social welfare can be improved.     

Dynamic and customer-oriented workplaces: implications for HRM practice and research

Changes in competitive environments are resulting in changes to the nature of work. We present job structure changes and a heightened customer orientation as two primary examples of changes that necessitate adaptation of human resource management (HRM) practices. The level of success in light of these organizational changes will largely be determined by how effectively people are managed in the new organizational environments. HRM practices that adapt to the new organizational conditions can add tremendously to the business and be a key to long-term competitiveness. We examine the implications of these changes for HRM practice and research, with particular attention to psychological contracts, job analysis, selection, and performance appraisal. The thrust of the article is to identify and describe research directions that have the potential for contributing to the future relevance and success of HRM.     

Employee overqualification and manager job insecurity: Implications for employee career outcomes

In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career-related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed.     

Unemployment insurance and subsequent job duration: job matching versus unobserved heterogeneity

The relationship between Unemployment Insurance (UI) benefit duration, unemployment duration and subsequent job duration is investigated using a multi‐state duration model with state specific unobserved heterogeneity. I examine two potential explanations for the negative correlation between unemployment and job spell durations; UI benefits increase job matching quality (the ‘Matching’ effect) versus unobserved heterogeneity (‘Adverse Selection’). The Matching effect is found to be weak. Although new jobs accepted within 5 weeks of benefit termination seem to have a higher dissolution rate, the negative correlation between unemployment and job duration is mostly explained by unobserved heterogeneity. Various simulations indicate that increasing the maximum benefit duration by one week will raise expected unemployment duration by 1.0 to 1.5 days but will raise expected job duration by 0.5 to 0.8 day only. Copyright © 2001 John Wiley & Sons, Ltd.     

Jobs in the 1980's and beyond

Research by the Bureau of Labor Statistics does not support the view that present trends in the workplace will have negative effects on future productivity, wages, and job creation. The shift towards a service-producing economy will not necessarily result in generally lower productivity levels, slower rates of growth, and lower wage levels, as commonly believed. Further demographic changes may bode well for productivity; the future work force will have a higher proportion in the most stable and productive years. Although there will continue to be serious problems of high unemployment for some groups and job loss due to new technologies, gloomy predictions of a huge labor surplus and a trend towards low-paying jobs are unwarranted.     

Attrition in longitudinal panel data and the empirical analysis of dynamic labour market behaviour

In the empirical analysis of unemployment durations and job durations, it is generally assumed that the stochastic processes underlying labour market behaviour and the behaviour concerning participation in a panel survey are independent. However, there are reasons to believe that the probability of dropping out of the panel is related to the rate at which a (different) job is found. If there is such a relation, and if it is ignored, then the estimator of the rate at which individuals become employed or change jobs will generally be inconsistent. In this paper we analyse the relation between the duration spent in a particular labour market state and the duration of panel survey participation, by explicitly modelling and estimating the joint distribution of both durations. The emphasis will be on models allowing for stochastically related unobserved determinants of both types of duration. We estimate models both for unemployment durations and for job durations.     

The Relationship Between Employee Fit Perceptions,Job Performance,and Retention: Implications of Perceived Fit

Meaningful work has become an increasingly important job outcome for individuals in recent years. Studies indicate that many employees lack experienced meaningfulness in their work and that organizations have not done a good job at creating meaningful and emotionally satisfying work experiences for employees. A person–job fit approach to meaningful work and employee retention is described that consists of matching individual self-concept with job tasks and behaviors. It is proposed that this self-concept–job fit will be strongly related to meaningful work. It is also proposed that meaningful work is related to important outcome variables valued by organizations, such as increased worker performance and employee retention. Path analysis supports the proposed relationships. Implications for human resource management activities and future research are discussed.     

Examining the relations between open innovation climate and job satisfaction with a PLS path model

The paper studies the relations between open innovation climate and job satisfaction, in particular the causal effects of the various dimensions of open innovation climate on different facets of job satisfaction. We assume firms which pursuing open innovation climate will result in higher level of employee job satisfaction. Both open innovation climate and job satisfaction are assumed to be multidimensional constructs (second-order model). Meanwhile the difference caused by employees’ organizational level was also investigated. A partial least squares path model was developed, in which significant effects were discovered. This study provides valuable materials for hoteliers who want to promote open innovation climate in their organizations.     

组织创新气候、员工工作满意度与员工创新绩效关系的实证研究

医院的任何创新都必须经由医院的员工完成,员工的个人创新绩效将对医院的整体创新产生重大影响,因此研究医疗行业中影响员工创新绩效的因素具有现实意义。通过实证检验发现:员工的工作满意度将正向影响员工的创新绩效;员工的工作满意度将正向影响组织的创新气候;组织创新气候将在员工工作满意度对员工创新绩效的作用中起到部分中介作用。     

Personal strategies for maximizing your value in an uncertain future

Because of the trend toward downsizing and the increase in job insecurity, managers need to consider strategies to ensure that they are not among those who will be laid off in the coming years. This article presents a set of such strategies, which mostly fall into the two categories of skill enhancement and management style adaptation.     

基于辱虐型领导视角的强制性公民行为研究

强制性公民行为是员工因感受到来自主体、客体及环境的压力,被迫表现出来的一种非自发性公民行为。它的出现将增加员工的工作压力和疲惫感,提高员工的离职意愿,降低工作满意度和工作绩效。组织中常通过强制性说服、角色定义、刻意追求OCB三种辱虐型领导方式形成强制性公民行为。     

Job satisfaction in aging workforces: an analysis of the USA,Japan and Germany

In light of the dramatically aging workforces in many industrialized countries, age diversity management will become a major challenge in human resource management. To successfully handle an age-diverse workforce, it is crucial to understand how employees of different ages can be motivated. This paper analyzes age's moderating role in the relationship between situational job characteristics and job satisfaction. To control for the potential influence of the cultural and institutional context, we use data from the USA, Japan and Germany. Findings show that older employees' job satisfaction is driven by different factors than younger employees: older employees put more emphasis on good relationships with colleagues, while income, advancement opportunities, job security and having an interesting job are less important. However, these effects are mostly nation-dependent, which underlines the importance of conducting cross-cultural or cross-national aging research.     

从政策过程视角论新时期我国城乡规划管理体系的构成

在我国社会经济转型的大趋势下,城市规划向公共政策转型是历史发展进程中的必然.为实现这一历史性的转型.除了转变观念、提高认识外,在实践领域,需要改革城乡规划管理体系.论文结合我国的现实情况,根据城市规划在今后城乡发展过程中所应扮演的角色.认为新时期城乡规划管理工作应包括"决策性"、"技术性"、"程序性"和"反馈性"四部分...     

职务管理系统：一个整合的概念性框架

论文在整合职务管理概念的基础上,提出职务管理系统的概念性框架,进一步分析了职务管理内容的五个核心层面,即职务设计、职务分析、职务评价、职务分类与职务发展,以及这些活动的产出。探讨了战略的、流程的以及文化的因素对组织中的职务和职务管理的影响。此系统框架帮助管理者更为系统地认识组织中的职务以及把握、整合职务管理的各层面活动,从而更客观和全面地指导组织中的人力资源管理活动。     

The consequences of minimum wage legislation

A policy which could raise wages in the low-wage labour market without job losses would be remarkable. Employers will respond to a wage floor not only by changing the employment level but by altering the other components of job packages. The'new economics'of the minimum wage largely ignores such effects.     

Analysis of the practice of job evaluation in the metal industry in Turkey

Job evaluation's main aim is to establish a fair wage structure. Its main principle is ‘equal pay for equal work’. ‘Metal Industry Job Grouping System’ (MIDS) has been in the metal industry in Turkey for more than 20 years. The results of the practice of the system were measured by the Gini coefficient. By the findings, the average wages of the job groups are different enough from each other by their job groups in the way the wage of the bigger number job group is higher than the smaller except the job group two in the industry. However, the wages are far from the principle ‘equal wage for equal job’ within the same job itself. In addition, the workers make use of bonuses and social benefits. The effect of social benefits of them on the wage structure is positive within the same job group and negative between different job groups within the same company. Nevertheless, the effect of both bonuses and social benefits on the wage structure is negative between the companies because, between them they are different from each other. Job group and seniority affect the wage structure. Seniority has a socio-psychological self-producing dynamic. The distribution of seniorities within the same job group has negative effects on the wage structure. However, this fact for each worker disappears for the long term since the worker of today who has short-term seniority will be the one of tomorrow who has long-term seniority. Therefore, for each worker, the wage structure gets closer to the principle ‘equal wage for equal job’ within the same job group itself over time.     

时间要求与工作-家庭增益的关系研究

本文基于工作要求-资源模型,从积极组织行为学的视角探讨了时间要求与工作-家庭增益的关系,并实证检验了工作自主性和自我效能在其间的调节效应。结果显示：（1）与资源稀缺理论观点一致,工作时间要求与工作-家庭增益负相关,即个体的时间和精力是有限的,当工作时间要求较高时,较难发生工作对家庭的增益;（2）工作自主性和自我效能的调节作用显著,具有较高工作自主性和自我效能的员工通过提高个人满足多重角色需求的能力和获得积极的情绪溢出来降低工作时间对工作-家庭增益的负向影响。     

Zero-intelligence agents looking for a job

We study a simple agent-based model of a decentralized matching market game in which agents (workers or job seekers) make proposals to other agents (firms) in order to be matched to a position within the firm. The aggregate result of agents interactions can be summarised in the form of a Beveridge curve, which determines the relationship between unmatched agents, unemployed job seekers and vacancies in firms. We open the black box of matching technology, by modelling how agents behave (make proposals) according to their information perception. We observe more efficient results—in the form of a downward shift of the Beverage curve in the case of simple zero-intelligent agents. Our comparative statics indicate that market conditions, such as the heterogeneity of agents’ preferences, will also shift the Beveridge curve downwards. Moreover, market thickness affects movement along the Beverage curve. Movement right-down along the curve if there is an increasing number of agents compared to positions within firms. Furthermore, we show that frictions in re-matching, such as commitment to a match, could be another factor shifting the Beveridge curve toward the origin.