2013
DOI: 10.1177/0001699313477871
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Transformation of the Finnish employee ideal in job advertisements from 1944 to 2009

Abstract: In this article we examine transformation of the Finnish employee ideal since the Second World War. Our qualitative analysis is based on the data of 490 job advertisements from 1944 to 2009, and follows the change in employee requirements during this period. Our results show that requirements for transferable, particularly interpersonal, skills increased considerably during the research period. While workmanship, diligence, competence and work experience were the most common employee requirements in the job ad… Show more

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Cited by 20 publications
(25 citation statements)
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References 31 publications
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“…Many aspects of societal and management change such as intensifying competition between companies, growing requirement for efficiency, individualism, as well as medical development, such as the creation of new diagnostic categories for mental disorders during the end of the 1900s, have to be taken into account when assessing the increase of mental health problems at work. However, research has shown (Newton 1995;Shorter 1998;Kuokkanen et al 2013;Väänänen et al 2014) that it seems plausible to argue that some recent changes in production and the current management of organisations are causing a psychological burden for employees. Hence, this article will concentrate on the dimensions related to the transformation of work and production in recent decades.…”
Section: Mental Ecology Problemsmentioning
confidence: 99%
See 1 more Smart Citation
“…Many aspects of societal and management change such as intensifying competition between companies, growing requirement for efficiency, individualism, as well as medical development, such as the creation of new diagnostic categories for mental disorders during the end of the 1900s, have to be taken into account when assessing the increase of mental health problems at work. However, research has shown (Newton 1995;Shorter 1998;Kuokkanen et al 2013;Väänänen et al 2014) that it seems plausible to argue that some recent changes in production and the current management of organisations are causing a psychological burden for employees. Hence, this article will concentrate on the dimensions related to the transformation of work and production in recent decades.…”
Section: Mental Ecology Problemsmentioning
confidence: 99%
“…Secondly, management requires employees to be increasingly personally committed to and inwardly motivated by their work (Brown and Hesketh 2004;Kuokkanen et al 2013). Contemporary management models inspired by organisational culture theories invite employees to form strong teams and regard their team members almost like their family members (Casey 1995, p. 181).…”
Section: Mental Ecology Problemsmentioning
confidence: 99%
“…Essence of study Hong and Stahle (2003) Competence-based Perspective on Knowledge Management European Commission 2004Report on innovation management and knowledge-based economy Johnson, Lenartowicz, and Apud (2006) Cross-cultural competence in international business Mathews (2007) Competences for IT C-level executives Ingasson and Jonasson (2009) International Project Management Association (IPMA) "Eye of Competence." For project managers International Labour Office 2010G20 training strategy for workforce Maurer and Weiss (2009) Aspects of managerial work are associated with a need for competence at continuous learning, aging workforce Chen and Wu (2011) IT management personnel and its impact on the performance as the C-level executives Denford and Chan (2011) Manager's focus on knowledge capital in knowledge-based economy Gratton (2011) Role of technology for managers Wiek, Withycombe, and Redman (2011) Key competencies in sustainability Cikmačs (2012) Competences for C-level executives in IT in Latvia Guðmundsson (2012) Management in virtual teams Wang, Waldman, and Zhang (2012) Leadership across cultures Chipulu, Neoh, Ojiako, and Williams (2013) A Multidimensional Analysis of Project Manager Competences Kuokkanen, Varje, and Väänänen (2013) Transformation of Finnish employees in post War period Caune et al 2014Research on manager's capabilities in changing environment of SMEs in Latvia Nikic, Travica, and Mitrovic (2014) Socio-emotional competences of managers El-Sofany, H. M. Alwadani, and A. Alwadani 2014Manager's competences in virtual teams Urosevic and Grahovic 2014Manager's competences required due to globalization and technological progress Barbato (2015) Technological change and industry 4.0 impact on managers Boca and Radulescu (2015) A study about 'managers sophisticated in global management skills and working with people from other countries' Carrillo (2015) Changes due to transition from industrial to knowledge societies Cichobłaziński, Pabian, Bylok, and Zawada (2015) Leadership skills in the turbulent environment Lapiņa, Caune, Gaile-Sarkane, Borkus, and Ozoliņš (2015) Managers Competence Model in Dynamic Environment Verboncu and Condurache…”
Section: Authormentioning
confidence: 99%
“…In Canada, Workopolis (2014) provided the most indemand skills by employers across all job types, and compared the contents of online job postings with the available skills of candidates on the market to identify skill gaps. The Finns have sought to find a country's ideal employee across all jobs, analysing national newspaper advertisements, making comparisons over the last three decades (Kuokkanen, Varje, & Vaananen, 2013). They have also profiled the ideal manager using the same data sources (Varje, Turtiainen, & Vaananen, 2013).…”
Section: Study Intentmentioning
confidence: 99%
“…Longitudinal studies showed changing skill requirements over time with increased emphasis on soft skills rather than job or profession-specific skills (Hawkins et al, 2000;Quinn & Rochford, 2013;Cramer & Tenzek, 2014). Monitoring of market trends to define current skill requirements was well supported although cultural and other contextual differences were acknowledged, (Cullen 2003;Den Hartog et al, 2007;Ahmed, Capritz, Bouktif, & Campbell 2012;Reeves & Hahn, 2012;Kuokkanen et al, 2013;Ahsan et al, 2013). In fact one third (13) of the studies specifically recommended that HEI should use their findings for academic advising, updating curriculum and to help new graduates align with skill requirements of industry.…”
Section: Value Of the Researchmentioning
confidence: 99%