FDZ-Literatur / FDZ Literature
Die FDZ-Literaturdatenbank umfasst neben Datensatzbeschreibungen und Methodenberichten die zahlreichen Forschungsarbeiten, die auf Basis der am FDZ angebotenen Daten entstanden sind. Hier finden Sie aktuell laufende Projekte von FDZ-Nutzenden.
Darüber hinaus stehen die Literaturdatenbank zum IAB-Betriebspanel sowie die Literaturdatenbank zum PASS zur Verfügung.
Apart from dataset descriptions and methodology reports, the FDZ literature database contains numerous research papers written on the basis of the data provided by the FDZ. Here you can find currently ungoing research projects of FDZ users.
In addition, literature databases on the IAB Establishment Panel and the Panel Study Labour Market and Social Security (PASS) are available for research.
- FDZ Publikationen / FDZ publications
- Arbeiten und Lernen im Wandel / Working and Learning in a Changing World (ALWA)
- BA-Beschäftigtenpanel / BA Employment Panel
- Berufliche Weiterbildung und lebenslanges Lernen (WeLL)/Further Training and Lifelong Learning (WeLL
- Berufstätigenerhebung 1989 (BTE1989) / Employment survey for East Germany (DDR) 1989 (BTE1989)
- Beschäftigtenbefragung "Bonuszahlungen, Lohnzuwächse und Gerechtigkeit" - BLoG
- Betriebsbefragung IAB-IZA-ZEW-Arbeitswelt 4.0 (BIZA) und DiWaBe-Beschäftigtenbefragung
- Biografiedaten dt. Sozialversicherungsträger / Biographical data of social insurances (BASiD)
- Children of Immigrants Longitudinal Survey in Four European Countries - Germany verknüpft mit administrativen Daten des IAB
- Datensatz NEPS-SC1-ADIAB Neugeborene
- Datensatz NEPS-SC3-ADIAB Schüler Klasse 5
- Datensatz NEPS-SC4-ADIAB Schüler Klasse 9
- Datensatz NEPS-SC5-ADIAB Studierende
- Datensatz NEPS-SC6-ADIAB Erwachsene
- Datensatz SOEP-CMI-ADIAB
- Datenspeicher Gesellschaftliches Arbeitsvermögen verknüpft mit administrativen Daten des IAB (GAV-ADIAB) 1975-2019
- GAW-IAB-Gründerbefragung
- German Management and Organizational Practices (GMOP) Survey
- IAB-BAMF-SOEP Befragung von Geflüchteten
- IAB-Beschäftigtenstichprobe / IAB Employment Sample
- IAB-Betriebs-Historik-Panel / IAB Establishment History Panel
- IAB-Betriebspanel / IAB Establishment Panel
- IAB-Datensatz BeCovid
- IAB-Datensatz HOPP
- IAB-Linked-Employer-Employee-Datensatz (LIAB) / Linked Employer-Employee Data from the IAB
- IAB-Querschnittsbefragung / Cross-sectional survey
- IAB-SOEP Migrationsstichprobe (IAB-SOEP MIG)
- IAB-Stellenerhebung / IAB Job Vacancy Survey
- IZA/IAB Administrativer Evaluationsdatensatz (AED und LED) / IZA Evaluation Dataset Survey
- Kundenbefragung zu Organisationsstrukturen nach SGB II / Client survey on German SGBII-Agencies
- LidA - Leben in der Arbeit
- Linked Inventor Biography Data
- Linked Personnel Panel (LPP)
- Mannheimer Unternehmenspanel (MUP) verknüpft mit Daten des IAB
- Panel Arbeitsmarkt und soziale Sicherung (PASS) / Panel Study Labour Market and Social Security
- Stichprobe Integrierter Employer-Employee Daten (SIEED)/Sample of Integrated Employer-Employee Data
- Stichprobe der Integr. Arbeitsmarktbiografien/Sample of integrated labour market biographies (SIAB)
- Stichprobe der Integrierten Grundsicherungsbiografien (SIG)
- Stichprobe des Administrative Wage and Labor Market Flow Panel (FDZ-AWFP)
- Studie Mentale Gesundheit bei der Arbeit (S-MGA)
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Literaturhinweis
Performance Management: Leistungsbeurteilung, Feedbacksysteme und erfolgsabhängige Vergütung (2025)
Zitatform
Ehmann, Stefanie, Philipp Grunau, Patrick Kampkötter, Kevin Ruf & Julian Wenzel (2025): Performance Management. Leistungsbeurteilung, Feedbacksysteme und erfolgsabhängige Vergütung. (Forschungsbericht / Bundesministerium für Arbeit und Soziales 665), Berlin, 36 S.
Abstract
"Heutzutage sind Unternehmen mit ständigem Wandel und wachsenden Wettbewerbsdruck konfrontiert - Herausforderungen, die auch das Performance Management, also Maßnahmen wie die Festlegung von Mitarbeiterzielen, die Leistungsbeurteilung und die erfolgsabhängige (variable) Vergütung, betreffen. In einem Umfeld, in dem außerdem agile Arbeitsmethoden und digitale Technologien an Bedeutung gewinnen, sind besonders auch die traditionellen Vergütungspraktiken in Deutschland verstärkt auf dem Prüfstand. Dieser Forschungsbericht beleuchtet zunächst Entwicklungen und Trends im Performance Management in privatwirtschaftlichen Betrieben mit über 50 sozialversicherungspflichtigen Beschäftigten in Deutschland über den Zeitraum 2012 bis 2023. Im zweiten Teil werden dann die Auswirkungen von Maßnahmen des Performance Managements auf die wahrgenommene Arbeitsqualität der Beschäftigten untersucht." (Autorenreferat, IAB-Doku)
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Literaturhinweis
In the hand of the family: Management practices and perceived job quality (2025)
Zitatform
Ehmann, Stefanie, Patrick Kampkötter, Julian Wenzel & Stefanie Wolter (2025): In the hand of the family: Management practices and perceived job quality. In: Journal of Economic Behavior & Organization, Jg. 237, 2025-06-30. DOI:10.1016/j.jebo.2025.107135
Abstract
"This paper explores the use and implications of management practices in family-owned firms compared to firms with dispersed ownership. We make use of a longitudinal, representative employer–employee dataset with detailed data on firm-level management practices and family firm management types. The analysis reveals that differences in the adoption of structured management practices are predominantly driven by management type rather than ownership. Family-owned firms led by family members implement significantly fewer formal management practices, whereas those managed by non-family managers adopt more structured practices, though still below the levels observed in firms with dispersed ownership. Yet, employees in family-owned firms, particularly those with non-family managers, rate job quality (e.g., job satisfaction, procedural fairness, leadership quality) similarly or superior despite fewer formal practices. These findings suggest that informal practices and a distinctive firm culture in family-owned firms may foster employee motivation and partially substitute for formal management structures. Importantly, additional heterogeneity analyses reveal that this substitution is only effective for lower-skilled employees and those in non-managerial positions, while formal management practices remain critical for higher-skilled and supervisory roles." (Author's abstract, IAB-Doku, © 2025 Elsevier) ((en))
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Literaturhinweis
Lebenslanges Lernen verstehen: Arbeitsorientierungen als Schlüssel zur beruflichen Weiterbildung (2025)
Erol, Serife;Zitatform
Erol, Serife (2025): Lebenslanges Lernen verstehen. Arbeitsorientierungen als Schlüssel zur beruflichen Weiterbildung. (Arbeit - Interessen - Partizipation 17), Frankfurt am Main: Campus, 259 S. DOI:10.12907/978-3-593-46119-9
Abstract
"Wie beeinflussen Arbeitsorientierungen das Weiterbildungsverhalten von Beschäftigten? Şerife Erol zeigt, dass neben objektiven Faktoren wie soziodemografischen, arbeitsbezogenen und betriebsbezogenen Merkmalen auch subjektive Reaktionen eine signifikante Rolle spielen. Besonders hervorzuheben ist, dass eine starke organisations- oder berufsbezogene Arbeitsorientierung die Wahrscheinlichkeit erhöht, an Weiterbildungen teilzunehmen. Im Gegensatz dazu kann eine ausgeprägte marktbezogene Arbeitsorientierung diese Wahrscheinlichkeit verringern. Die Ergebnisse der Untersuchung verdeutlichen, wie Arbeitsbedingungen gestaltet sein sollten, um Mitarbeitende zur Weiterbildung zu motivieren." (Autorenreferat, IAB-Doku, © Campus)
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP-ADIAB7519.de.en.v1 -
Literaturhinweis
Sick of Leading? Supervisory Responsibility and Its Consequences for Sickness Absenteeism and Sickness Presenteeism (2025)
Zitatform
Funk, Stephanie (2025): Sick of Leading? Supervisory Responsibility and Its Consequences for Sickness Absenteeism and Sickness Presenteeism. In: Journal of Business and Psychology, Jg. 40, H. 3, S. 651-667. DOI:10.1007/s10869-024-09980-5
Abstract
"This research examines the impact of leadership positions with supervisory responsibility on two labormarket related health behaviors - sickness absenteeism and sickness presenteeism, i.e., working while being sick. Drawing on the job demands-resources (JD-R) model, this study posits that supervisory responsibility, serving as both a job resource and a demand, reduces sickness absenteeism while concurrently increasing sickness presenteeism behavior. The study identifies permanent availability and time pressure as two key aspects of leadership positions with supervisory responsibility that mediate these relationships. Using German-linked employer-employee data, the empirical results suggested that having supervisory responsibility reduces sickness absenteeism while at the same time elevating the engagement in sickness presenteeism. Furthermore, these relationships are partially mediated by leaders’ need for permanent availability and the time pressure inherent in positions with supervisory responsibility. This research advances our understanding of job characteristics of leadership positions by illustrating that job demands can yield favorable outcomes, offering valuable insights into the complex interplay between leadership positions and leaders’ health behaviors." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP-ADIAB7519.de.en.v1 -
Literaturhinweis
Does being a leader make them stay? Short- and long-term effects of supervisory responsibility on turnover intentions (2025)
Zitatform
Funk, Stephanie (2025): Does being a leader make them stay? Short- and long-term effects of supervisory responsibility on turnover intentions. In: Human resource management journal, Jg. 35, H. 1, S. 25-44. DOI:10.1111/1748-8583.12550
Abstract
"Employers want to avoid fluctuation, especially when qualified personnel is involved. This raises the question of whether promoting employees into leadership positions with supervisory responsibility helps to retain them. Based on social exchange theory, this article predicts that in the short run, employees have lower turnover intentions due to reciprocal feelings. In the long run, following human capital theory, supervisory responsibility increases an employee's turnover intentions due to the general skills acquired in the leadership position. This article argues that human resource management (HRM) practices that enhance an individual's internal career development counteract this long-term turnover-increasing effect by offering employees internal advancement opportunities. This study empirically tests these predictions using German linked employer-employee data. The results support the predicted short-term turnover-reducing and the long-term turnover-increasing effect of supervisory responsibility. The results also reveal that for long-term supervisors appraisal interviews and development plans, two examples of HRM practices, counteract the effect by reducing an employee's intention to quit." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP-ADIAB7519.de.en.v1 -
Literaturhinweis
On an ego trip: the relationship between supervisory responsibility and leader altruistic behavior (2025)
Zitatform
Funk, Stephanie (2025): On an ego trip: the relationship between supervisory responsibility and leader altruistic behavior. In: International Journal of Manpower, Jg. 46, H. 2, S. 252-266. DOI:10.1108/IJM-12-2023-0736
Abstract
"Purpose: Prominent corporate scandals involving companies like Wirecard, Enron, VW and Tyco underscore the corrupting influence of power, with leaders often engaging in antisocial behaviors. Provoked by this, this study investigates the relationship between supervisory responsibility and one specific dimension of altruistic behavior. Understanding the dynamics of how structural power, particularly supervisory responsibility, associates with altruistic behavior is essential for organizations, given the well-documented advantages of altruistic leaders in terms of performance, innovation or ethical leadership. Design/methodology/approach Drawing upon the approach-inhibition theory of power, this article proposes that individuals with greater structural power in terms of prolonged duration and greater scope of supervisory responsibility will show diminished altruistic behavior. Following theoretical considerations, power influences leaders’ behavior by decreasing attentiveness, reducing empathy and increasing self-focus. The study uses recent German linked employer-employee data to test the relationship between supervisory responsibility and one specific dimension of leader altruistic behavior (n = 2,752). Findings The results support that a prolonged duration and a greater scope of supervisory responsibility correlate negatively with the dimension of leader altruistic behavior under study. Originality/value The research empirically validates the findings on behavioral consequences of structural power from experimental settings for organizational leaders by explicitly focusing on the duration and the scope of supervisory responsibility. The findings provide useful insights for organizations concerning leader selection and leader governance mechanisms." (Author's abstract, IAB-Doku, © Emerald Group) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Sexuelle Belästigung am Arbeitsplatz: Zwei von zehn Beschäftigten berichten von Vorfällen im eigenen Arbeitsumfeld (2025)
Zitatform
Goetz, Valentina, Ingo Isphording, Jonas Jessen & Stefanie Wolter (2025): Sexuelle Belästigung am Arbeitsplatz: Zwei von zehn Beschäftigten berichten von Vorfällen im eigenen Arbeitsumfeld. (IAB-Kurzbericht 09/2025), Nürnberg, 7 S. DOI:10.48720/IAB.KB.2509
Abstract
"Sexuelle Belästigung ist eine substanzielle Belastung für die direkt Betroffenen und ihr (Arbeits-)Umfeld – und damit potenziell auch eine wirtschaftliche Belastung für Betriebe. Wie verbreitet sexuelle Belästigung und präventive Maßnahmen in Betrieben sind, wurde dennoch bisher nicht umfassend untersucht. Zwei Befragungen des IAB zeigen nun, wie häufig sexuelle Belästigung am Arbeitsplatz vorkommt und welche Auswirkungen Betriebe und Beschäftigte infolgedessen erwarten. Darüber hinaus wird dokumentiert, welche Maßnahmen Betriebe ergreifen, um solche Vorfälle zu verhindern oder darauf zu reagieren." (Autorenreferat, IAB-Doku)
Weiterführende Informationen
- Anteil der Frauen und Männer, die in ihrem Berufsleben einen Fall sexueller Belästigung im näheren Arbeitsumfeld erlebt haben
- Auswirkung von sexueller Belästigung am Arbeitsplatz aus Sicht der Betriebe
- Auswirkung von sexueller Belästigung aus Sicht der Beschäftigten
- Anteil der Betriebe, in denen es in den vergangenen zwei Jahren Fälle sexueller Belästigung gab
- Anteil der Frauen und Männer, die die jeweilige Situation als sexuelle Belästigung am Arbeitsplatz wahrnehmen
- Jede/jeder fünfte Beschäftigte ist betroffen oder Zeuge von sexueller Belästigung
- Vermutete betriebliche Reaktion bei einem Fall sexueller Belästigung
- Betriebliche Verfahren zum Umgang mit sexueller Belästigung am Arbeitsplatz und präventive Maßnahmen der Betriebe
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Literaturhinweis
Performance Management in deutschen Betrieben: Leistungsorientierung lohnt sich - aber nur mit kollektiven Zielen (2025)
Zitatform
Grunau, Philipp, Patrick Kampkötter & Kevin Ruf (2025): Performance Management in deutschen Betrieben: Leistungsorientierung lohnt sich - aber nur mit kollektiven Zielen. (IAB-Kurzbericht 11/2025), Nürnberg, 8 S. DOI:10.48720/IAB.KB.2511
Abstract
"Unternehmen sind mit ständigem Wandel und wachsendem Wettbewerbsdruck konfrontiert, was auch das Personalmanagement betrifft. Außerdem verändert sich der Arbeitsalltag für viele Beschäftigte, sodass die Instrumente des Performance Managements, insbesondere die traditionellen Leistungsbeurteilungs- und Vergütungspraktiken, zunehmend auf dem Prüfstand stehen. Entscheidend für Betriebe und Beschäftigte ist dabei unter anderem, ob und inwieweit diese Praktiken die wahrgenommene Arbeitsqualität beeinflussen. Die Autoren untersuchen in diesem Bericht Trends und Entwicklungen für die Jahre 2012 bis 2023 auf Basis des Linked Personnel Panels (LPP)." (Autorenreferat, IAB-Doku)
Weiterführende Informationen
- Zusammenhang zwischen Instrumenten des betrieblichen Performance Managements und der wahrgenommenen Arbeitsqualität
- Vergütungsmix für Führungskräfte und Beschäftigte ohne Führungsverantwortung mit erfolgsabhängiger Vergütung
- Instrumente des betrieblichen Performance Managements
- Instrumente des betrieblichen Performance Managements im Zeitverlauf
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Literaturhinweis
Wie beeinflusst Personalarbeit wirtschaftlichen Erfolg? (2025)
Zitatform
Grunau, Philipp, Patrick Kampkötter & Stefanie Wolter (2025): Wie beeinflusst Personalarbeit wirtschaftlichen Erfolg? In: Personalmagazin, Jg. 25, H. 1, S. 20-30.
Abstract
"In wirtschaftlich schwierigen Zeiten steht der Personalbereich oft besonders unter Druck, seinen Wertbeitrag zum Unternehmen aufzuzeigen. Repräsentative Daten aus dem Linked Personnel Panel, der größten personalökonomischen Betriebsbefragung in Deutschland, zeigen, inwiefern sich Investitionen in Personalmaßnahmen rechnen - und welche Instrumente auf den Prüfstand gehören." (Autorenreferat, IAB-Doku)
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Literaturhinweis
The Moderating Role of Job Autonomy in the Relationship between the Use of Performance Appraisals and Job Satisfaction (2025)
Zitatform
Grund, Christian & Anna Nießen (2025): The Moderating Role of Job Autonomy in the Relationship between the Use of Performance Appraisals and Job Satisfaction. (IZA discussion paper / Forschungsinstitut zur Zukunft der Arbeit 18191), Bonn, 31 S.
Abstract
"We explore the moderating role of job autonomy for the link between the use of performance appraisals and employees' job satisfaction. Results based on German linked employer-employee panel data show that performance appraisals are linked to higher job satisfaction at moderate levels of job autonomy, whereas this positive relationship weakens at both low and high levels of autonomy. Moreover, the interplay between performance appraisals and job autonomy appears sensitive to broader institutional and contextual factors, such as the existence of employee representation, perceived job security, and design of the performance appraisals. Our findings highlight the complex role of job autonomy in shaping employee responses to performance management, underscoring the need for context-aware human resource practices." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Performance Appraisals, Works Councils and Employees’ Presenteeism Behavior (2025)
Zitatform
Grund, Christian & Anna Nießen (2025): Performance Appraisals, Works Councils and Employees’ Presenteeism Behavior. In: BJIR, S. 1-28. DOI:10.1111/bjir.70006
Abstract
"Presenteeism behavior, that is, working despite illness, is a common phenomenon worldwide and can have severe consequences for employees and firms alike. In this study, we investigate the relationship between the use of company performance appraisals and employees’ presenteeism behavior. We use linked-employer–employee data (the German Linked Personnel Panel) and apply pooled Poisson as well as linear fixed effects panel estimations. We show that the use of performance appraisals is associated with significantly lower annual presenteeism days in the amount of half a day, which corresponds to a 10% difference from the base rate. The results are driven by performance appraisals that are linked to performance-related pay, in particular. In addition, the significantly negative relationships between performance appraisals or performance pay and presenteeism only emerge when a works council is present at the workplace. Our study contributes to the understanding of employment relation-specific behavioural consequences of management practices." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Working from Home and Job Satisfaction: A Mediating Effect of Organisational Culture (2025)
Zitatform
Kowalik, Zuzanna (2025): Working from Home and Job Satisfaction: A Mediating Effect of Organisational Culture. (IBS working paper / Instytut Badan Strukturalnych 2025,04), Warszawa, 30 S.
Abstract
"The widespread shift to remote work during the COVID-19 pandemic accelerated a debate on its impact on employee satisfaction. Despite assumptions that greater flexibility and autonomy would inherently boost job satisfaction, research findings have been inconsistent. A key mechanism that might help explain these mixed outcomes is organizational culture. This study, based on unique linked employer-employee panel data, examines how various dimensions of corporate culture are associated with job satisfaction among remote and on-site workers. The findings reveal that working from home (WFH) enhances job satisfaction, particularly within companies characterized by weaker organizational cultures in the area of communication, leadership and supervision. Importantly, this effect varies significantly by gender: men predominantly benefit from WFH in weaker cultural contexts, while women experience increased satisfaction primarily in organizations with strong supportive cultures. Personality traits, including extraversion and agreeableness, further moderate these relationships. These results highlight the importance of aligning remote work policies with organisational culture to effectively address gender differences and ensure broad-based improvements in employee satisfaction and workplace well-being." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Factors Determining Employee Loyalty During the COVID-19 Pandemic (2025)
Zitatform
Maksim, Monika & Dominik Śliwicki (2025): Factors Determining Employee Loyalty During the COVID-19 Pandemic. In: Sustainability, Jg. 17, H. 1. DOI:10.3390/su17010303
Abstract
"Building employee loyalty is a prerequisite for a company to achieve a competitive advantage, high organizational performance, and sustainability. The lack of voluntary leaves does not result in recruitment costs or reduced efficiency during the adaptation period of a new employee. It helps retain knowledge and experience within the organization. The article aims to explore employees’ loyalty in terms of voluntary employment continuity during the pandemic slowdown of COVID-19, when employee loyalty was put to an exceptional test, and identify the factors that have had the most significant impact. This empirical study was carried out for Germany, mainly due to the strength and position of the German economy in Europe and the availability of a large, detailed micro dataset necessary for in-depth econometric analyses. The dataset used in the survey is the fifth wave of the German Linked Personnel Panel—LPP in 2020/21 (N = 7397). A multinomial logit model was used as a research tool. Loyalty appears as an explained variable in four ordered logit models that differ in the set of explanatory variables. The explanatory variables include demographics, job title, working conditions, compensation and rewards, job content, training and career development, teamwork, and relationships with colleagues and superiors. The results confirm the influence of extra-organizational factors, such as age and living in a four- or five-person household, on employee loyalty. However, age seems to be a factor of decreasing importance. Too much complexity of work, manifested by great task variety, working in multiple teams, and the requirement to perform work remotely, harmed employee loyalty during the pandemic. Findings justify building loyalty based on sustainable human resource policies to increase income satisfaction, reasonable workload, competence development, and greater autonomy at work. It is also clear that leadership issues (fairness in contact with superiors and recognition for work) mattered during this challenging time and have a high potential to improve employee loyalty in the future." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Performance evaluations and employee turnover intentions: Empirical evidence from linked employer-employee data (2025)
Zitatform
Pohlan, Laura & Susanne Steffes (2025): Performance evaluations and employee turnover intentions: Empirical evidence from linked employer-employee data. In: Industrial Relations, Jg. 64, H. 3, S. 395-433., 2024-09-03. DOI:10.1111/irel.12379
Abstract
"In this article, we study whether performance evaluations can serve as an instrument for firms to increase employee retention. Feedback on one's own performance may affect individual turnover intentions differently depending on the relative wage rank of workers among their peers. In line with these considerations, empirical evidence based on panel employer–employee data shows that relatively low-paid employees decrease their turnover intentions after the implementation of a performance evaluation system at the establishment level. We find no effect for relatively high-paid employees." (Author's abstract, IAB-Doku, © Wiley) ((en))
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Literaturhinweis
The Relation between Working from Home and Employees’ Self-Evaluations – The Moderating Role of Management Practices and Colleagues’ Support (2025)
Soboll, Alexandra;Zitatform
Soboll, Alexandra (2025): The Relation between Working from Home and Employees’ Self-Evaluations – The Moderating Role of Management Practices and Colleagues’ Support. In: A. Soboll (2025): Relative Self-Evaluations of Performance – Determinants and Outcomes of Employees’ Comparisons with Colleagues, Aachen, S. 17-62.
Abstract
"Using survey data from Germany, I analyze the link between working from home and employees’ self-evaluations regarding skills and work effort in comparison to their colleagues. Working from home can be accompanied by several benefits. This might lead to overly high self-evaluations if employees do not consider information about their reference group. I take into account two management practices (feedback interviews and performance appraisals) as well as support received from colleagues which might mitigate this potential bias. Results from OLS estimations show that working from home increases self-evaluations, particularly when remote work is done in addition to regular working hours. Further analyses suggest that performance appraisals are particularly relevant for mitigating the positive relation between working from home and self-evaluations of work effort, while feedback interviews appear to be less relevant. Colleagues’ support is not found to have the assumed moderating role. These results are discussed and avenues for further research based on the findings are presented." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Continuous vocational education and training and new technologies: on the importance of educational level and technology in the workplace (2025)
Zitatform
Stöckl, Andreas & Olaf Struck (2025): Continuous vocational education and training and new technologies: on the importance of educational level and technology in the workplace. In: Journal for labour market research, Jg. 59. DOI:10.1186/s12651-025-00398-x
Abstract
"Continuing vocational education and training (CVET) can support technical and digital developments. At the same time, company-based training increases employability in the face of technical rationalization. Multiple studies show that the highly qualified undertake further training more often than the less qualified. This increases their educational and employment inequality. However, it is unclear whether this general finding also applies to participation in CVET when new technologies are introduced in companies. Companies could have an interest in the deployment of all their employees. The introduction of new technologies in a company context could lead to people with professional qualifications as well as those with higher qualifications taking part in CVET. Using the Linked Personnel Panel (LPP) and the IAB Establishment Panel, we investigate whether the participation of employees with university-level education and upper secondary vocational education differ if the participation in CVET is attributed directly to the introduction of technology in the workplace. The outcomes show that the more highly qualified use forms of self-study more frequently. However, there are only marginal differences between highly qualified and professionally qualified employees when it comes to the use of courses as part of in-house training." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1819.de.en.v1 -
Literaturhinweis
Minority representation at work (2024)
Breuer, Matthias; Le, Anthony; Cai, Wei; Vetter, Felix;Zitatform
Breuer, Matthias, Wei Cai, Anthony Le & Felix Vetter (2024): Minority representation at work. (New working paper series / Chicago Booth, Stigler Center for the Study of the Economy and the State 343), Chicago, IL, 78 S., Appendix.
Abstract
"Recent proposals for a more inclusive capitalism call for labor and minority representation in corporate governance. We examine the joint promise of labor and minority representation in the context of German works councils. The councils are a powerful form of labor representation that grants elected delegates of shop-floor workers codetermination rights (e.g., over work conditions). Since 2001, a quota ensures that elected delegates include delegates of the minority gender in the workforce. Using detailed survey and administrative data, we find that required minority representation helps the representation of the minority gender on works councils, elevates the effort of works councils, and boosts job satisfaction and well-being of workers, irrespective of their gender. At the establishment level, we find that required minority representation reduces worker turnover and increases investment and productivity. Our findings suggest that laws ensuring labor and minority representation in corporate governance can work (i.e., benefit workers without necessarily hurting employers). The seemingly beneficial impact of the laws suggests that frictions hamper the representation of minorities and cooperation among workers and employers." (Autorenreferat, IAB-Doku)
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Literaturhinweis
The impacts of working from home on individual health and well-being (2024)
Zitatform
Denzer, Manuel & Philipp Grunau (2024): The impacts of working from home on individual health and well-being. In: The European Journal of Health Economics, Jg. 25, H. 5, S. 743-762., 2023-07-07. DOI:10.1007/s10198-023-01620-8
Abstract
"Using a novel German linked employer–employee dataset, we provide unique evidence about the consequences of working from home (WfH) on individual health and well-being. During the recent pandemic, this locational flexibility measure has been used extensively to promote health by hampering the spread of the virus and to secure jobs. However, its direct theoretical ambiguous effects on health and well-being as characterized by different potential channels have barely been empirically investigated to date despite WfH’s increasing popularity in the years before the pandemic. To address concerns about selection into WfH in our dataset that is unaffected by the COVID-19 shock, our analysis relies on an identification strategy ruling out confounding effects by time-invariant unobservable variables. Moreover, we explain the remaining (intertemporal) variation in the individual WfH status by means of an instrumental variable strategy using variation in equipment with mobile devices among establishments. We find that subjective measures of individual health are partly affected by WfH, whereas no corresponding effect is present for an objective measure of individual health. In terms of individual well-being, we find that WfH leads to considerable improvement. By addressing the potential heterogeneity in our effect of interest, we find that men and middle-aged individuals particularly benefit from WfH." (Author's abstract, IAB-Doku, © Springer) ((en))
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Literaturhinweis
In the Hand of the Family: Management Practices and Perceived Job Quality (2024)
Zitatform
Ehmann, Stefanie, Patrick Kampkötter, Julian Wenzel & Stefanie Wolter (2024): In the Hand of the Family: Management Practices and Perceived Job Quality. (SSRN papers), Rochester, NY, 39 S. DOI:10.2139/ssrn.5060329
Abstract
"This paper explores the use and implications of management practices in family firms compared to firms with dispersed ownership. Our longitudinal and representative employer-employee data set contains detailed information on the implementation of management practices at the firm level, as well as on the type of management in family firms. The analyses show that family firms are not inherently less likely to implement management practices as compared to firms with dispersed ownership, as the differences are driven by the type of management rather than ownership. We find that family-managed family firms are less likely to have implemented structured management practices, whereas externally-managed family firms are not as different from firms with dispersed ownership. Yet, we show that perceived job quality in family firms such as job satisfaction, procedural fairness and leadership quality, does not suffer from the lack of formal practices, suggesting that informal practices play an important role in family firms. For externally-managed family firms, we even find tentative evidence for comparatively higher levels of perceived job quality." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
The leadership gap between full-time and part-time female employees (2024)
Zitatform
Funk, Stephanie & Susanne Warning (2024): The leadership gap between full-time and part-time female employees. In: European Management Journal. DOI:10.1016/j.emj.2024.09.002
Abstract
"Employers interpret high numbers of contractual working hours of part-time employees as a signal for high work engagement, qualifying them for a leadership position. However, signals do not work equally well in all environments. We suggest that the value of a signal depends on corporate culture, being relatively low in companies with strict work regimes where employees are expected to be available and visible. We test this prediction combining data on female employees and their employers. Our analyses show that the positive effect of contractual hours on leadership positions varies systematically with the difference between the contractual working hours of full-time and part-time employees. The smaller the working time difference between a full-time and a part-time employee, the more likely it is that the part-timer is in a leadership position. In addition, the more a firm relies on overtime and requires strict presence at work, the larger is the statistical association between high contractual hours and leadership positions at individual level. In a world where work-life balance is increasingly important, this research provides new insights into the heterogeneity of part-time workers and the design of corporate cultures and policies to create sustainable work environments." (Author's abstract, IAB-Doku, © 2024 Elsevier) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Fachkräftesicherung und Mitarbeiterbindung aus Sicht von Betrieben und Beschäftigten (2024)
Zitatform
Goetz, Valentina, Ingo Isphording, Ulf Rinne & Simon Trenkle (2024): Fachkräftesicherung und Mitarbeiterbindung aus Sicht von Betrieben und Beschäftigten. (Forschungsbericht / Bundesministerium für Arbeit und Soziales 141 634), Berlin, 37 S.
Abstract
"Die Sicherung der Fachkräftebasis stellt den Wirtschaftsstandort Deutschland vor eine große Herausforderung. Personalengpässe drohen sich aufgrund von Demografie, Digitalisierung, Dekarbonisierung und Deglobalisierung zu verschärfen. Um neue empirische Erkenntnisse über die Reaktionen der Unternehmen auf diese Engpässe zu gewinnen, analysiert dieser Bericht aktuelle Daten einer repräsentativen und deutschlandweiten Betriebs- und Beschäftigtenbefragung, dem Linked Personnel Panel (LLP). Dabei liegt ein besonderer Fokus auf dem Einsatz betrieblicher Personalinstrumente zur Rekrutierung und Mitarbeiterbindung sowie auf der Unternehmenskultur." (Autorenreferat, IAB-Doku)
Ähnliche Treffer
auch erschienen als: IZA research report, 141 -
Literaturhinweis
Betriebliche Weiterbildung aus Sicht von Betrieben und Beschäftigten (2024)
Zitatform
Goetz, Valentina, Ingo Isphording, Ulf Rinne & Simon Trenkle (2024): Betriebliche Weiterbildung aus Sicht von Betrieben und Beschäftigten. (Forschungsbericht / Bundesministerium für Arbeit und Soziales 646 147), Berlin, 35 S.
Abstract
"Betriebliche Weiterbildung gewinnt angesichts umfassender Veränderungs- und Transformationsprozesse in unserer Wirtschafts- und Arbeitswelt zunehmend an Bedeutung. Die dominierenden Trends und Treiber des Wandels auf dem Arbeitsmarkt – Digitalisierung, Demografie und Dekarbonisierung – haben sich zuletzt weiter verschärft. Vor diesem Hintergrund analysiert dieser Bericht auf Basis der Daten des Linked Personnel Panel (LPP) die Betriebs- und Beschäftigtenperspektive hinsichtlich Determinanten und Konsequenzen betrieblicher Weiterbildung." (Autorenreferat, IAB-Doku)
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Homeoffice aus betrieblicher Perspektive: gekommen um zu bleiben (2024)
Zitatform
Grunau, Philipp & Stefanie Wolter (2024): Homeoffice aus betrieblicher Perspektive: gekommen um zu bleiben. (Forschungsbericht / Bundesministerium für Arbeit und Soziales 636), Berlin, 34 S.
Abstract
"Die COVID-19-Pandemie hat die Verbreitung von Homeoffice weltweit stark beschleunigt. Stellte Homeoffice davor eher die Ausnahme dar, gehört es in Deutschland in der Mehrheit der mittelgroßen und großen privatwirtschaftlichen Betriebe mittlerweile zum Alltag, auch wenn je nach Eignung der Tätigkeiten häufig nur ein Teil der Belegschaft davon profitiert. Dieser Bericht untersucht die Entwicklung des betrieblichen Homeoffice-Angebots in Deutschland zwischen 2014 und 2023. Hierzu werden Daten der Betriebsbefragungen des Linked Personnel Panels (LPP) verwendet, das regelmäßig Informationen über Personalpolitik und Betriebsstrukturen erhebt, ergänzt um Informationen aus dem IAB-Betriebspanel. Die Ergebnisse des Berichts zeigen, dass das betriebliche Homeoffice-Angebot seit 2014 zunimmt, bis Anfang 2020 jedoch relativ moderat. Erst mit der Pandemie kam es zu einem sprunghaften Ausbau: Im Jahr 2023 boten zuletzt mehr als drei Viertel der Betriebe zumindest einem Teil ihrer Beschäftigten die Möglichkeit von zu Hause zu arbeiten. Hierfür wurden Hürden und Vorbehalte massiv abgebaut und für beide Seiten verlässliche Nutzungsregeln auf Betriebsebene vereinbart. Neben der Ausweitung auf mehr Betriebe hat auch der Umfang der von Betrieben angebotenen Homeoffice-Nutzung zugenommen, wobei uneinheitliche Regeln je nach Beschäftigtengruppe sowie zwei regelmäßige Homeoffice-Tage (pro Woche) überwiegen. Trotz des Ausbaus zeigen sich 2023 beim Homeoffice-Angebot deutliche Unterschiede zwischen Betrieben: So bieten große Betriebe eher Homeoffice an als kleinere. Auch in einigen Branchen ist Homeoffice stärker verbreitet als in anderen. Betriebe in der Informations- und Kommunikationsbranche bieten beispielsweise statistisch am seltensten Homeoffice an. Und auch wenn nach wie vor Führungskräfte häufiger von zu Hause arbeiten dürfen, haben Beschäftigte ohne Führungsverantwortung stark aufgeholt. Abschließend untersucht die Studie, welche strukturellen Faktoren die Entscheidung der Betriebe maßgeblich darin beeinflussen, ob sie Homeoffice anbieten oder nicht. Die Ergebnisse zeigen, dass die Betriebsgröße, Betriebsräte, Zielvereinbarungen, das Qualifikationsniveau in der Belegschaft sowie Exporte ins Ausland – unter Kontrolle anderer Merkmale – mit dem Homeoffice-Angebot zusammenhängen. Basierend auf den aktuell vorliegenden Daten und den Analysen dieses Berichts ist davon auszugehen, dass Homeoffice auch in Zukunft eine wichtige Rolle in der Arbeitswelt spielen wird." (Autorenreferat, IAB-Doku)
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Literaturhinweis
The Use of Performance Appraisals and Employees' Presenteeism Behavior (2024)
Zitatform
Grund, Christian & Anna Nießen (2024): The Use of Performance Appraisals and Employees' Presenteeism Behavior. (IZA discussion paper / Forschungsinstitut zur Zukunft der Arbeit 16883), Bonn, 44 S.
Abstract
"Presenteeism behavior, i.e. working despite illness, is a common phenomenon worldwide and can have severe consequences for employees and firms alike. In this study, we investigate the relation between the use of company performance appraisals and employees' presenteeism behavior. We use linked-employer-employee data (the German Linked Personnel Panel) and apply pooled Poisson as well as linear fixed effects estimations. We show that the use of performance appraisals is associated with significant lower annual presenteeism days in the amount of one-half to one full day. In addition, the presence of a works council strengthens the negative relationship between performance appraisals and presenteeism. The results are driven by performance appraisals that are linked to performance-related pay, in particular. Our study contributes to the understanding of context specific behavioral consequences of HRM practices such as performance appraisals." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Works councils as gatekeepers: Codetermination, management practices, and job satisfaction (2024)
Zitatform
Grund, Christian, Dirk Sliwka & Krystina Titz (2024): Works councils as gatekeepers: Codetermination, management practices, and job satisfaction. In: Labour Economics, Jg. 90. DOI:10.1016/j.labeco.2024.102563
Abstract
"This paper analyzes the role of works councils as gatekeepers safeguarding employee's interests in the adoption of management practices to monitor employee performance and provide feedback. We first introduce a formal model predicting that (i) the introduction of such management practices leads to a stronger increase (or weaker decrease) in job satisfaction when a works council is in place, (ii) that this effect should be larger the lower the prior level of employee participation and (iii) that works councils increase the likelihood of the implementation of these practices at the level of individual employees. We provide evidence in line with these hypotheses, using linked-employer-employee panel data from Germany. We indeed find that the adoption of formal performance appraisals and feedback interviews is associated with a significantly larger increase in job satisfaction when there is a works council. This pattern is driven by establishments without collective bargaining agreements. The evidence also suggests that works councils indeed facilitate the implementation of such management practices, as codetermined firms have a higher likelihood that a practice implemented on the firm level is actually applied by middle management." (Author's abstract, IAB-Doku, © 2024 Elsevier) ((en))
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Literaturhinweis
Organisational justice, employee representation, and firm performance (2024)
Zitatform
Mohrenweiser, Jens & Christian Pfeifer (2024): Organisational justice, employee representation, and firm performance. (GLO discussion paper / Global Labor Organization 1499), Essen, 28 S.
Abstract
"Empirical studies find that firms with employee representation have a higher productivity than firms without employee representation. The exact mechanisms for this consistent finding remain unclear, however. A frequent theoretical argument postulates that employee representation provides a safeguarding mechanism which improves justice perceptions of employees that in turn improves cooperation and performance. Using a German longitudinal linked employer-employee dataset, we show that employees in firms with a collective bargaining agreement have higher individual and shared justice perceptions. These higher justice perceptions contribute to the productivity premium of firms with collective agreement. In contrast, justice perceptions are not higher in firms with than in firms without a works council." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Age-Aware Organizations and the Relationship Between Shift Work and Psychological Well-being Across the Lifespan (2024)
Zitatform
Piszczek, Matthew M., Joseph M. Yestrepsky & Gregory R. Trasher (2024): Age-Aware Organizations and the Relationship Between Shift Work and Psychological Well-being Across the Lifespan. In: Work, Aging and Retirement, Jg. 10, H. 3, S. 199-212. DOI:10.1093/workar/waad014
Abstract
"As the global workforce ages, it has become more important to understand how seemingly age-neutral HR practices can create unintended age-specific effects. For example, shift work - nominally an age-neutral HR practice - has been shown to have stronger negative effects on older workers’ physical and mental health. Although these effects are well established, how organizations can mitigate the age-specific effects of scheduling practices represents an important gap in the aging workforce literature. More specifically, the role of the organization in setting human resource practices and policies that are sensitive to older workers likely determines the strength of the age-specific effects of shift work on psychological well-being. Using mixed effects analyses in a large dataset of German employees and employers, we integrate lifespan psychology and HR strategy research to examine the relationship between shift work and psychological well-being across working lives. We then examine how the implementation of organizational age structure analysis may buffer this relationship. Results largely support the benefits of an active, “age-aware” approach to managing the aging workforce as psychological well-being increased with age among all workers except shift workers in establishments that did not conduct an age structure analysis." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Intergenerational Differences in Job Satisfaction in Germany (2024)
Zitatform
Śliwicki, Dominik (2024): Intergenerational Differences in Job Satisfaction in Germany. (Scientific Papers of Silesian University of Technology. Organization and Management Series 199), 13 S. DOI:10.29119/1641-3466.2024.199.44
Abstract
"The aim of the research is to determine the differences in the level of job satisfaction among employees representing different generations in the labor market in Germany. It is assumed that the younger the generation, the lower the chance for higher satisfaction. The first part of the methodology is based on the use of post hoc statistical tests and answers to the questions about the significance of differences in the level of job satisfaction among employees representing different generations. The second part of the analysis involves estimating multinomial logit models in which the dependent variable is job satisfaction. This part indicates important factors influencing the increase in the chances of achieving higher job satisfaction. The results of the study showed that there are statistically significant differences in the level of job satisfaction between the BB and X generations as well as the BB and Y generations. The general conclusion is that the younger the generation, the lower the average job satisfaction. Significant differences occur only when compared to the oldest generation. The sample of the data is representative for German establishments in the private sector with at least employees. Further research may focus on identifying the factors that create job satisfaction in generational groups and those that cause significant differences. An important element of the research would be to find substitution relationships between factors, which could certainly be used in human resources management processes. Practical implications: The research results can be used in practice in managing intergenerational teams. Knowledge of differences in approach to work and factors influencing job satisfaction allows for more accurate influence on, among others: employee commitment and performance and mitigating conflict situations. The social implications of the presented study are related to shaping the attitudes of both employees and managers towards representatives of different generations functioning in the workplace and their mutual relationships. The article is addressed to a wide range of management practitioners in intergenerational teams. The value is providing new knowledge about differences in job satisfaction and factors that build satisfaction." (Author's abstract, IAB-Doku) ((en))
Weiterführende Informationen
Data product DOI: 10.5164/IAB.LPP1221.de.en.v2 -
Literaturhinweis
Heterogeneity in firms’ recruitment practices: New evidence from representative employer data (2023)
Zitatform
Brändle, Tobias, Philipp Grunau, Michael Haylock & Patrick Kampkötter (2023): Heterogeneity in firms’ recruitment practices: New evidence from representative employer data. In: German Journal of Human Resource Management, Jg. 37, H. 2, S. 107-136., 2022-07-21. DOI:10.1177/23970022221118346
Abstract
"The hiring and recruitment process is one of the main challenges to the success of companies and a significant driver of total labor costs. We use representative employer data for German private-sector establishments with at least 50 employees to explore recent developments in employer search, selection, and screening activities over the years of 2012–2018. We document changes in hiring policies over time and address heterogeneity across establishments related to size, ownership, and industry sector. Our results show that although establishment characteristics are correlated with different facets of hiring behavior, there is no homogeneous pattern for employer search and selection instruments. We highlight differences of hiring practices targeted at managerial versus non-managerial new hires. Finally, we outline potential mechanisms and research gaps for future work and discuss managerial implications." (Author's abstract, IAB-Doku, © SAGE) ((en))
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Literaturhinweis
Performance management and work engagement – New evidence using longitudinal data (2023)
Zitatform
Ehmann, Stefanie, Patrick Kampkötter, Patrick Maier & Philip Yang (2023): Performance management and work engagement – New evidence using longitudinal data. In: Management Accounting Research. DOI:10.1016/j.mar.2023.100867
Abstract
"The value and the impact of performance management systems on employee-level and firm-level outcomes is a widely discussed topic in both academia and practice. In this paper, we investigate the impact of performance management and evaluation practices (PMEPs), such as performance appraisal interviews, formal target agreements and performance-related pay schemes, on employee-level work engagement. Building on management theories, we argue that PMEPs relate positively to employee-level work engagement. By applying a contingency perspective, we further explore the context dependence of this relationship with respect to firm size, industry, and ownership type. Using a longitudinal, linked employer-employee data set in four waves; and by applying various fixed effects regressions to account for unobserved heterogeneity, our results imply a positive and statistically significant impact of PMEPs on work engagement. We further find that the relationship between PMEPs and work engagement is smaller for larger firms and for firms in the IT, Communication & Other Services sector." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Menschen mit Behinderungen im Homeoffice – Erleichterung für die Inklusion?: Eine Gegenüberstellung von Deutschland und einigen angelsächsischen Ländern (2023)
Flüter-Hoffmann, Christiane; Traub, Patricia;Zitatform
Flüter-Hoffmann, Christiane & Patricia Traub (2023): Menschen mit Behinderungen im Homeoffice – Erleichterung für die Inklusion? Eine Gegenüberstellung von Deutschland und einigen angelsächsischen Ländern. (IW-Report / Institut der Deutschen Wirtschaft Köln 2023,10), Köln, 88 S.
Abstract
"Die COVID-19-Pandemie hat für ein „soziales Massen-Experiment der Telearbeit“ gesorgt, wie eine OECD-Studie es formulierte. Denn die Anteile der Erwerbstätigen, die von zuhause arbeiten, stiegen weltweit rapide an." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Physische und psychische Gesundheit in deutschen Betrieben (2023)
Zitatform
Grunau, Philipp, Kevin Ruf, Stefanie Wolter & Gloria Hauschka (2023): Physische und psychische Gesundheit in deutschen Betrieben. (Forschungsbericht / Bundesministerium für Arbeit und Soziales 622), Berlin, 30 S.
Abstract
"Dieser Bericht befasst sich mit Gesundheit und Wohlbefinden von Beschäftigten in Deutschland zwischen 2013 bis 2021. Zuerst wird die Entwicklung ausgewählter Gesundheitsmaße - allgemeine Gesundheit, Wohlbefinden, Krankheitstage, Präsentismus - dargestellt. Anschließend werden strukturelle Zusammenhänge deskriptiv untersucht. Darauf aufbauend wird anhand von multivariaten Regressionsanalysen überprüft, welche Faktoren Gesundheit und Wohlbefinden tatsächlich beeinflussen. Im Fokus stehen hierbei individuelle, berufliche und betriebliche Rahmenbedingungen. Unsere Befunde deuten darauf hin, dass Beschäftigte und Firmen von Maßnahmen profitieren können, die Arbeitsbedingungen verbessern, eine gute Führungskultur fördern und Präsentismus reduzieren. Die Minimierung psychische Belastungsfaktoren im Arbeitskontext und eine gesundheitsfördernde Arbeitsgestaltung sollte gezielt von Betrieben gefördert werden. Durch geeignete Maßnahmen können gesundheitsbedingte Produktivitätsausfälle verringert werden und die Gesundheit der Belegschaft auf lange Sicht erhalten werden." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Personality type matters: Perceptions of job demands, job resources, and their associations with work engagement and mental health (2023)
Zitatform
Herr, Raphael M., Annelies E. M. van Vianen, Catherin Bosle & Joachim E. Fischer (2023): Personality type matters: Perceptions of job demands, job resources, and their associations with work engagement and mental health. In: Current psychology, Jg. 42, H. 4, S. 2576-2590. DOI:10.1007/s12144-021-01517-w
Abstract
"This three-wave study examined whether the pattern of associations of job demands and job resources with work engagement and mental health depends on personality types. In a representative sample of the German workforce (N = 13,665), the Big Five personality traits could be used to cluster participants into five personality types: ordinary, resilient, strained, overcontrolled, and undercontrolled. As predicted, job demands were associated with mental health and job resources were primarily associated with work engagement. However, these relationships differed across personality types. We conclude that research and practice could take a more personality-driven stance towards employee perceptions of job demands and job resources and their associations with work engagement and mental health." (Author's abstract, IAB-Doku, © Springer) ((en))
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Literaturhinweis
Affective commitment, home-based working and the blurring of work–home boundaries: Evidence from Germany (2023)
Zitatform
Lott, Yvonne & Anja-Kristin Abendroth (2023): Affective commitment, home-based working and the blurring of work–home boundaries: Evidence from Germany. In: New Technology, Work and Employment, Jg. 38, H. 1, S. 82-102. DOI:10.1111/ntwe.12255
Abstract
"Analysis of data from the representative German Linked Personnel Panel revealed that, overall, the use of home-based working is associated with a higher affective organisational commitment on the part of employees. However, this is less often the case when the use of home-based working involves the blurring of work–home boundaries. Perceived trust and fairness on the part of supervisors mediates the association between employees' experiences with working from home and their affective commitment. These results show that experiences with home-based working shape employees' perceptions of trust and fairness in their exchange relations with supervisors and thus their affective commitment to the organisation. Employees' experiences with home-based working that reflect its supportive implementation by their employers and supervisors are critical for their commitment. Our results provide the first evidence that in exchange relations between employees and supervisors, perceived fairness is as important as perceived trust." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Introducing Web in a Telephone Employee Survey: Effects on Nonresponse and Costs (2023)
Zitatform
Mackeben, Jan & Joseph Sakshaug (2023): Introducing Web in a Telephone Employee Survey: Effects on Nonresponse and Costs. In: Journal of survey statistics and methodology, Jg. 11, H. 5, S. 1054-1088., 2022-01-06. DOI:10.1093/jssam/smac002
Abstract
"Policy decisions in business and economic fields are often informed by surveys of employees. Many employee surveys use costly interviewer-administered modes to reach this special population. However, certain employee subgroups may be especially hard to reach using these modes. Thus, besides high administration costs, nonresponse bias is a concern. To reduce costs and potential nonresponse bias, some employee surveys have introduced web as part of a sequential mixed-mode design. However, the impact of introducing web on response rates, nonresponse bias, and costs in employee surveys is understudied. The present study addresses this research gap by analyzing a mode design experiment in which employees selected for a national survey in Germany were randomly assigned to a single-mode telephone design or a sequential web-telephone mixed-mode design. The study revealed four main findings. First, introducing the web mode significantly increased the response rate compared to the single-mode design. Second, despite the higher response rate, aggregate nonresponse bias was higher in the mixed-mode design than in the single-mode design. Third, the likelihood of web participation varied across certain employee subgroups, including occupation type and employment contract. Lastly, potential cost savings were evident under the mixed-mode design." (Author's abstract, © Oxford University Press) ((en))
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Literaturhinweis
Wage Structures, Fairness Perceptions, and Job Satisfaction: Evidence from Linked Employer-Employee Data (2023)
Zitatform
Mohrenweiser, Jens & Christian Pfeifer (2023): Wage Structures, Fairness Perceptions, and Job Satisfaction: Evidence from Linked Employer-Employee Data. In: Journal of happiness studies, Jg. 24, H. 7, S. 2291-2308. DOI:10.1007/s10902-023-00680-0
Abstract
"The paper investigates the impact of firms’ wage structures and workers’ wage fairness perceptions on workers’ well-being. For this purpose, worker and establishment surveys are linked with administrative social security data. Four variables are generated, using approximately half a million worker-year observations, that describe firms’ wage structures and workers’ positions within the wage structures: own absolute wages, internal reference wages within firms, external reference wages, and the wage dispersion in firms. The interrelations between these wage structure variables, workers’ perceived wage fairness, and job satisfaction are then analyzed using regressions. Interpersonal wage comparisons between co-workers in the same firm and across firms as well as wage fairness perceptions are found to be significant determinants of workers’ well-being. The overall findings suggest that equity and social status considerations as well as altruistic preferences towards co-workers and inequality aversion are more important than signal considerations in this context." (Author's abstract, IAB-Doku, © Springer) ((en))
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Literaturhinweis
Reference wages and turnover intentions: evidence from linked employer-employee data (2023)
Zitatform
Mohrenweiser, Jens & Christian Pfeifer (2023): Reference wages and turnover intentions: evidence from linked employer-employee data. In: Applied Economics Letters, Jg. 30, H. 14, S. 1955-1959. DOI:10.1080/13504851.2022.2086680
Abstract
"This research note analyzes the nexus between workers’ turnover intentions and workers’ own wages, internal and external reference wages. Worker and establishment surveys are linked with administrative social security data for all workers in surveyed establishments. Approximately half a million worker-year observations are used to predict conditional internal and external reference wages. Results show that higher external and internal reference wages are correlated with higher turnover intentions. Thus, external reference wages seem to serve as outside options and higher reference wages of co-workers seem rather to reduce own social status than to signal better future prospects at the current employer." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Die Pandemie hat in Deutschland keinen Quiet-Quitting-Trend ausgelöst (2023)
Zitatform
Weber, Enzo, Stefanie Wolter, Philipp Grunau & Michael Göschl (2023): Die Pandemie hat in Deutschland keinen Quiet-Quitting-Trend ausgelöst. In: IAB-Forum H. 25.07.23 Nürnberg. DOI:10.48720/IAB.FOO.20230725.01
Abstract
"„Innere Kündigung“, „Dienst nach Vorschrift“, „Quiet Quitting“: Öffentlichen Debatten zufolge haben sich seit der Corona-Krise immer mehr Beschäftigte dafür entschieden, kürzerzutreten und nicht mehr als die vertraglich vereinbarten Aufgaben zu übernehmen. Aktuelle Befragungsdaten liefern indes keine empirische Evidenz für dieses Phänomen. Das Engagement für die Tätigkeit und die Bindung an den eigenen Arbeitgeber haben zwar in den Jahren vor Corona tendenziell abgenommen, jedoch setzte sich dieser Trend in der Pandemie nicht fort." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Homeoffice: Perspektiven, Herausforderungen, Lösungsansätze (2023)
Zitatform
Widuckel, Werner & Lutz Bellmann (2023): Homeoffice: Perspektiven, Herausforderungen, Lösungsansätze. In: I. Knappertsbusch & G. Wisskirchen (Hrsg.) (2023): Die Zukunft der Arbeit, S. 49-55. DOI:10.1007/978-3-658-42232-5_6
Abstract
"Seit Beginn der Covid-19-Krise ist der Anteil der Beschäftigten, die zumindest gelegentlich im Homeoffice arbeiten, stark gestiegen. Dies gilt vor allem für Beschäftigte in kognitiven, nicht aber für soziale Tätigkeiten. Vorteile ergeben sich durch eine bessere Aufgabenbewältigung, eine größere Flexibilität, eine bessere Vereinbarkeit von Berufs- und Privatleben, geringere Pendelzeiten, während Herausforderungen im Bereich des Arbeits- und Gesundheitsschutzes sowie der Führung und Zusammenarbeit zu bestehen sind. Die Bewältigung dieser Herausforderungen entscheidet über die Wirksamkeit möglicher Vorteile oder Nachteile. Der Beitrag bietet hierfür Lösungsansätze an, insbesondere in Bezug auf Führung und Zusammenarbeit." (Autorenreferat, IAB-Doku,© Springer)
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Literaturhinweis
Working from Home and Worker Well-being: New Evidence from Germany (2023)
Zitatform
Yang, Duanyi, Erin L. Kelly, Laura D. Kubzansky & Lisa Berkman (2023): Working from Home and Worker Well-being: New Evidence from Germany. In: ILR review, Jg. 76, H. 3, S. 504-531. DOI:10.1177/00197939221148716
Abstract
"The COVID-19 pandemic piqued interest in remote work, but research yields mixed findings on the impact of working from home on workers’ well-being and job attitudes. The authors develop a conceptual distinction between working from home that occurs during regular work hours (replacement work-from-home) and working from home that occurs outside of those hours (extension work-from-home). Using linked establishment-employee survey data from Germany, the authors find that extension work-from-home is associated with lower psychological well-being, higher turnover intentions, and higher work-to-family and family-to-work conflicts. By contrast, replacement work-from-home is associated with better well-being and higher job satisfaction, but higher work-to-family conflict. Extension work-from-home has more negative effects for women’s well-being and work-to-family conflict. This distinction clarifies the conditions under which remote work can have positive consequences for workers and for organizations." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Arbeitszeiten in der Corona-Krise: Länger, kürzer oder flexibler? (2022)
Backhaus, Nils;Zitatform
Backhaus, Nils (2022): Arbeitszeiten in der Corona-Krise: Länger, kürzer oder flexibler? In: L. Bellmann & W. Matiaske (Hrsg.) (2022): Sozio-Ökonomik der Corona-Krise, S. 193-225.
Abstract
"Im Spiegel des Infektionsgeschehens und der wirtschaftlichen Situation hat die SARS-CoV-2-Pandemie die Arbeitszeiten vieler Erwerbstätiger stark verändert. Daten zu diesen Veränderungen und mögliche Auswirkungen auf Sicherheit und Gesundheit stehen im Fokus des Beitrags. Im Rahmen von Kurzarbeit oder besonders hoher Arbeitsbelastung mussten viele Arbeitszeiten verkürzt oder verlängert werden. Viele verlagerten ihre Arbeitszeiten erstmalig oder deutlich häufiger auf untypische Arbeitszeiten, z.B. auf das Wochenende oder in die Abendstunden, um die Anwesenheit im Betrieb zu entzerren oder um Betreuungsaufgaben nachzukommen. Zeitliche Entgrenzung ist insbesondere bei der Arbeit von zuhause ein viel beobachtetes Phänomen. Abschließend werden mögliche Entwicklungen und sich daraus ergebende zukünftige Herausforderungen für die Arbeitszeitgestaltung diskutiert." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Empowerment, Task Commitment, and Performance Pay (2022)
Zitatform
Beckmann, Michael & Matthias Kräkel (2022): Empowerment, Task Commitment, and Performance Pay. In: Journal of labor economics, Jg. 40, H. 4, S. 889-938. DOI:10.1086/718465
Abstract
"Although, from the viewpoint of social psychology, task commitment is a driving force for intrinsic motivation at the workplace, this topic has been widely ignored in labor and personnel economics so far. Our paper contributes to reduce this gap in the literature by offering a theoretical analysis on worker empowerment and task commitment. This approach also helps to explain the observed variety of compensation schemes across workers and firms. By using a large-scale linked employer-employee panel data set, we present empirical evidence that is consistent with the predicted patterns of our theoretical model." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Personality traits, working conditions and health: an empirical analysis based on the German Linked Personnel Panel, 2013–2017 (2022)
Zitatform
Bellmann, Lutz & Olaf Hübler (2022): Personality traits, working conditions and health: an empirical analysis based on the German Linked Personnel Panel, 2013–2017. In: Review of Managerial Science, Jg. 16, H. 2, S. 283-318., 2020-11-18. DOI:10.1007/s11846-020-00426-9
Abstract
"We conduct a comprehensive analysis of health determinants at the individual and workplace levels. Using a new individual-level German data set, we investigate the influence of these determinants on health, including collegiality, personality traits as measured by the Big Five, commitment to the company and job characteristics, while controlling for a set of standard sociodemographic and employment variables. We are interested in which determinants are important and which are less influential, whether interaction effects should be taken into account and whether the results depend on the modeling and estimation method used. Among the Big Five factors, conscientiousness, agreeableness and emotional stability are positively correlated with good overall health. The influence of job characteristics such as having substantial decision-making authority, not having physically demanding tasks, having pleasant environmental conditions, facing minimal time pressure and not being required to multitask are also positive. If employees frequently receive help when needed from their colleagues and do not feel unfairly criticized by others in the firm, they usually have fewer health problems. Each Big Five item influences mental health, whereas no statistical significance could be found for these items’ relationships with the number of days workers were absent due to sickness, except for neuroticism. These results are, for the most part, robust to different modeling and estimation methods." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Homeoffice vor, während und nach der COVID-19-Krise (2022)
Zitatform
Bellmann, Lutz (2022): Homeoffice vor, während und nach der COVID-19-Krise. In: L. Bellmann & W. Matiaske (Hrsg.) (2022): Sozio-Ökonomik der Corona-Krise, S. 247-265.
Abstract
"Die Nutzung von Homeoffice erfolgte vor der COVID-19-Krise in Deutschland im Vergleich zu anderen Ländern relativ wenig; oftmals blieben Potenziale ungenutzt. Probleme seitens der Betriebe wurden in der ungeeigneten Tätigkeit, fehlender technischer Voraussetzungen, Festhalten an der Präsenzkultur und der Vermischung von Privatleben und Beruf gesehen. Vorteile bestehen in der höheren Produktivität, der Verbesserung der Work-Life-Balance, der Verringerung der Pendelzeiten und der Verlängerung der Arbeitszeiten. In der Krise wurden vielen Beschäftigten zusätzliche Homeoffice-Optionen gewährt. Um das Infektionsgeschehen einzudämmen, wurden diese Optionen vor allem während der Lockdowns genutzt. Es ist zu erwarten, dass nach der Pandemie ein höheres Niveau der Nutzung von Homeoffice bestehen bleiben wird. Dafür ist aber eine Reihe von Unterstützungen und Regelungen erforderlich." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Associations Between Work Characteristics, Engaged Well-Being at Work, and Job Attitudes - Findings from a Longitudinal German Study (2022)
Zitatform
Brokmeier, Luisa L., Catherin Bosle, Joachim E. Fischer & Raphael M. Herr (2022): Associations Between Work Characteristics, Engaged Well-Being at Work, and Job Attitudes - Findings from a Longitudinal German Study. In: Safety and Health at Work, Jg. 13, H. 2, S. 213-219. DOI:10.1016/j.shaw.2022.03.003
Abstract
"The Job Demand & Resources model suggests work characteristics are related to mental well-being and work engagement. Previous work describes the development of a combined construct ‘engaged well-being at work’ (EWB). To what extent changes in measures of this construct are responsive to changes in job demands and resources or associated with changes in job-related attitudes has not been established. Longitudinal employee-level data from three waves (German Linked Personnel Panel) were used. Logistic and linear fixed effects regression analyses explored longitudinal associations between changes in EWB for participants over a three-year period with changes in job demands and resources and job-related attitudes (job commitment, satisfaction, and turnover intentions). While job resources were associated with increased odds for a change into a healthier and/or more engaged category of EWB, job demands reduced them. Job resources were more strongly related to higher EWB (ORrange = 1.22 – 1.61) than job demands (ORrange = 0.79 – 0.96). Especially psychological job demands showed negative associations with improved EWB (OR = 0.79). A change from the least desirable category ‘disengaged strain’ to any other category of EWB was associated with greater odds by up to 20.6 % for increased commitment and job satisfaction and lower odds for turnover intentions. Improving work characteristics, especially job resources, could increase employees' EWB, emphasizing the importance of job characteristics for a healthy workplace. Because EWB seems to be associated with job attitudes, an improvement of this indicator would be relevant for employees and employers." (Author's abstract, IAB-Doku, © Elsevier) ((en))
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Literaturhinweis
Flexible work organization and employer provided training: Evidence from German linked employer-employee data (2022)
Zitatform
Campaner, Annika, John S. Heywood & Uwe Jirjahn (2022): Flexible work organization and employer provided training: Evidence from German linked employer-employee data. In: Kyklos, Jg. 75, H. 1, S. 3-29. DOI:10.1111/kykl.12283
Abstract
"We examine the hypothesis that flexible work organization involves greater skill requirements and, hence, an increased likelihood of receiving employer provided training. The analysis is based on unique linked employer-employee data from Germany for the years 2012, 2014 and 2016 (12,924 pooled observations from 9,440 employees in 1,903 establishments). Our results confirm that employees are more likely to receive training when their jobs are characterized by greater decision-making autonomy and task variety, two essential elements of flexibility. Critically, the training associated with workplace flexibility does not simply reflect technology. Skill-biased organizational change plays its own role. Moreover, we show that the training associated with workplace flexibility is disproportionately oriented toward employees with a greater formal education. We find little evidence of an age or a gender bias of workplace flexibility." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
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Literaturhinweis
Personality and Working from Home (2022)
Campaner, Annika;Zitatform
Campaner, Annika (2022): Personality and Working from Home. In: A. Campaner (2022): Empirical essays on the future of work: working from home and employer provided training, Trier, Universitätsbibliothek Trier S. 12-68.
Abstract
"This paper systematically investigates the impact of the personality of employees on the probability of working from home. On the basis of two representative German panel surveys, I examine the effects of the Big Five personality traits and the risk tolerance on the incidence, the intensity, and the scheduling form of working from home. Furthermore, this study discusses the moderating effects of gender. The estimates with both data sets yield a consistent pattern of results, indicating that especially extraversion and openness to experience play a role in explaining working from home. Additionally, I identify gender-specific differences in the association between the personality traits extraversion, conscientiousness, and agreeableness and working from home." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Information and Communication Technology, Hierarchy, and Job Design (2022)
Zitatform
Gerten, Elisa, Michael Beckmann & Matthias Kräkel (2022): Information and Communication Technology, Hierarchy, and Job Design. (IZA discussion paper 15491), Bonn, 112 S.
Abstract
"In recent decades, information and communication technology (ICT) has been associated with far-reaching changes in the design of jobs. However, it still remains unclear whether these changes will lead to more centralization or more decentralization in firms. Previous literature on this debate has focused on a strict dichotomy between the two possible directions. In contrast, our theoretical and empirical analyses show that equipping employees with ICT leads to both more centralized and more decentralized job-design policies. This finding is particularly pronounced for executive employees, who are granted more work autonomy but also experience more control via stronger monitoring, while non-executive employees only experience more monitoring without receiving more work autonomy. Our theoretical setting is based on a modified principal-agent model. In our empirical approach we apply estimation models that account for both endogeneity and essential heterogeneity, thereby exploiting exogenous geographic variation in our instrumental variable." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Arbeiten vor und während der Pandemie (2022)
Zitatform
Grunau, Philipp, Hannes Walz & Stefanie Wolter (2022): Arbeiten vor und während der Pandemie. (Bundesministerium für Arbeit und Soziales. Forschungsbericht 604), Berlin, 66 S.
Abstract
"Die Art wie wir arbeiten unterlag schon immer einem gewissen Wandel, von der Industrialisierung über die Entstehung und Konsolidierung des Sozialstaats bis hin zu Digitalisierung und Flexibilisierung der heutigen Zeit („Arbeiten 4.0“). Dennoch scheint sich dieser Wandel in den letzten Jahren beschleunigt zu haben, insbesondere im Zuge der von der Corona-Pandemie geprägten vergangenen zwei Jahre. Dieser Bericht stellt daher die Veränderungen „erlebter Arbeit“ zwischen 2013 und 2021 dar, betrachtet somit also sowohl die Zeit vor als auch während der Pandemie. Dabei stehen die Beschäftigtenperspektive und somit subjektive Dimensionen im Fokus. Die Ergebnisse zeigen eine hohe Arbeitsdichte, mit hohem Termindruck bis 2017 und einer verstärkten Erreichbarkeit in der Freizeit. Gleichzeitig sinkt aber auch der Anteil der Beschäftigten, die Vereinbarkeits-Konflikte in Form von Störungen des Privatlebens durch Berufliches erleben. Die Arbeitszufriedenheit ist hoch, die Bindung an den Betrieb nimmt jedoch über die Zeit etwas ab, ein Trend, der während der Pandemie 2021 gebrochen wurde – ob nun temporär oder langfristig, müssen die kommenden Jahre und Befragungswellen zeigen. Während der Pandemie zeigen die Regressionsergebnisse, dass viele Unterschiede in der Wahrnehmung zwischen verschiedenen Beschäftigtengruppen kleiner werden. Für befristete Beschäftigte hingegen finden wir Anzeichen, dass die Arbeitsqualität 2021 wahrscheinlich aufgrund der wirtschaftlichen Lage schlechter geworden ist. Unvermindert stabil sind hingegen die Kollegialität und Hilfsbereitschaft unter KollegInnen. Bei der Analyse von Veränderungen der Arbeit basierend auf Berichten von Beschäftigten besteht natürlich potenziell der Nachteil, dass öffentliche Diskussionen über Themen der Arbeitsqualität möglicherweise Beschäftigte vor der Befragung dazu gebracht haben, ihre Arbeit neu zu bewerten, ohne dass sich für den Einzelnen/die Einzelne zwangsläufig objektive Änderung ergeben hätten. Nichtsdestotrotz bietet eine Betrachtung der Arbeitsqualität seitens von Beschäftigten unschätzbare Vorteile, nicht zuletzt da diese – subjektiven – Einschätzungen letztendlich deren Verhalten bestimmen, was insbesondere in Zeiten von Fachkräfteengpässen von Bedeutung ist." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Affective commitment through further training: the roles of firm provision and employee participation (2022)
Zitatform
Grund, Christian & Krystina Titz (2022): Affective commitment through further training: the roles of firm provision and employee participation. In: Review of Managerial Science, Jg. 16, H. 4, S. 1195-1226. DOI:10.1007/s11846-021-00460-1
Abstract
"This study investigates the relation of further training and employees’ affective commitment by disentangling the relevance of a firm’s general support for further training and an individual’s actual participation. Using linked employer-employee data, we consider both the firm’s and the individual’s perspective and control for several HR instruments additionally to the usual demographics and job characteristics. We also distinguish between subgroups of employees regarding age and schooling. Results show that employees’ participation in further training and a firm’s support for further training are both positively related to affective commitment. Furthermore, our results hint at differences in employees’ expectations regarding the amount of a firm’s support for further training. Whereas there is no meaningful relation of a firm’s general support for further training to the commitment of university graduates, participation in further training measures and individuals’ perceived support for personnel development are particularly relevant for this group of employees." (Author's abstract, © 2021 Springer) ((en))
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Aspekt zurücksetzen
- FDZ Publikationen / FDZ publications
- Arbeiten und Lernen im Wandel / Working and Learning in a Changing World (ALWA)
- BA-Beschäftigtenpanel / BA Employment Panel
- Berufliche Weiterbildung und lebenslanges Lernen (WeLL)/Further Training and Lifelong Learning (WeLL
- Berufstätigenerhebung 1989 (BTE1989) / Employment survey for East Germany (DDR) 1989 (BTE1989)
- Beschäftigtenbefragung "Bonuszahlungen, Lohnzuwächse und Gerechtigkeit" - BLoG
- Betriebsbefragung IAB-IZA-ZEW-Arbeitswelt 4.0 (BIZA) und DiWaBe-Beschäftigtenbefragung
- Biografiedaten dt. Sozialversicherungsträger / Biographical data of social insurances (BASiD)
- Children of Immigrants Longitudinal Survey in Four European Countries - Germany verknüpft mit administrativen Daten des IAB
- Datensatz NEPS-SC1-ADIAB Neugeborene
- Datensatz NEPS-SC3-ADIAB Schüler Klasse 5
- Datensatz NEPS-SC4-ADIAB Schüler Klasse 9
- Datensatz NEPS-SC5-ADIAB Studierende
- Datensatz NEPS-SC6-ADIAB Erwachsene
- Datensatz SOEP-CMI-ADIAB
- Datenspeicher Gesellschaftliches Arbeitsvermögen verknüpft mit administrativen Daten des IAB (GAV-ADIAB) 1975-2019
- GAW-IAB-Gründerbefragung
- German Management and Organizational Practices (GMOP) Survey
- IAB-BAMF-SOEP Befragung von Geflüchteten
- IAB-Beschäftigtenstichprobe / IAB Employment Sample
- IAB-Betriebs-Historik-Panel / IAB Establishment History Panel
- IAB-Betriebspanel / IAB Establishment Panel
- IAB-Datensatz BeCovid
- IAB-Datensatz HOPP
- IAB-Linked-Employer-Employee-Datensatz (LIAB) / Linked Employer-Employee Data from the IAB
- IAB-Querschnittsbefragung / Cross-sectional survey
- IAB-SOEP Migrationsstichprobe (IAB-SOEP MIG)
- IAB-Stellenerhebung / IAB Job Vacancy Survey
- IZA/IAB Administrativer Evaluationsdatensatz (AED und LED) / IZA Evaluation Dataset Survey
- Kundenbefragung zu Organisationsstrukturen nach SGB II / Client survey on German SGBII-Agencies
- LidA - Leben in der Arbeit
- Linked Inventor Biography Data
- Linked Personnel Panel (LPP)
- Mannheimer Unternehmenspanel (MUP) verknüpft mit Daten des IAB
- Panel Arbeitsmarkt und soziale Sicherung (PASS) / Panel Study Labour Market and Social Security
- Stichprobe Integrierter Employer-Employee Daten (SIEED)/Sample of Integrated Employer-Employee Data
- Stichprobe der Integr. Arbeitsmarktbiografien/Sample of integrated labour market biographies (SIAB)
- Stichprobe der Integrierten Grundsicherungsbiografien (SIG)
- Stichprobe des Administrative Wage and Labor Market Flow Panel (FDZ-AWFP)
- Studie Mentale Gesundheit bei der Arbeit (S-MGA)