The Zhanghe irrigation system (ZIS) is located in the Yangtze River Basin approximately 200 km west of Wuhan in Hubei Province. The reservoir was designed for multiple uses—irrigation, flood control, domestic water supply, industrial use, aquaculture, and hydropower. Over a period of more than 30 years a steadily increasing amount of water has been transferred from irrigation to other uses. Activities on the part of government, irrigation system managers, and farmers made this transfer possible with only modest decline in rice production. Most important factor was the steady increase in rice yields. The water pricing system provided an incentive for ZIS to reduce irrigation releases. With the steady decline in releases, farmers were forced to find ways to save water. Farmers improved existing ponds and built new ones to store water (improved infrastructure). Access to pond water on demand facilitated the adoption of alternate wetting and drying (technology) particularly in dry years. The establishment of volumetric pricing (price policy) and water user associations (institutions) may also have provided incentives for adoption of AWD, but more research is needed to establish their impact. These activities taken together can be seen as potentially complementary measures. Farmers received no direct compensation for the transfer of water, but recently farm taxes have been reduced or altogether abolished. Further reduction in water releases from the ZIS reservoir could adversely affect rice production in normal or dry years.
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Wat is er op dit moment (medio augustus 2020) in de wetenschappelijke literatuur bekend over (de effecten van maatregelen tegen) de verspreiding van het coronavirus en wat is de betekenis daarvan voor organisatoren van evenementen?
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This study contributes to the employability skills debate by investigating how students’ self-perceived 21st century skills relate to the self-perceived fit between their higher education curriculum and their future labor market for a sustainable entry to this labor market. Survey data from 4670 fourth-year students over a period of four years were analyzed. Furthermore, out of this group, 83 students were monitored longitudinally over their full educational student careers. Results showed a positive relationship between students’ self-perceived 21st century skills and their self-perceived “education-future labor market fit”. Among more recent cohorts, a significant improvement in their self-perceived 21st century skills was found. Overall, this study indicated that in order to deliver “employable” graduates, students need to be thoroughly trained in 21st century skills, and their development should be retained and expanded. This is one of the few studies that uses a vast amount of both cross-sectional and longitudinal data on skills and labor market perspectives among new graduates.
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What is known in scientific literature at this point in time about the effects of the measures against the transmission of the coronavirus and what is the meaning of this for the organisers of events?
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This longitudinal, quantitative study contributes to the debate on technology-based professional development by examining the extent to which a learning (LinkedIn) intervention in a university setting affects an individual’s social media use for professional development, and the extent to which this relates to self-reported employability. In addition, we investigated how this relationship is moderated by an individual’s motivation to communicate through social media (LinkedIn). Based on social capital theory and the conservation of resources theory, we developed a set of hypotheses that were tested based on longitudinal data collected from university employees (N = 101) in middle- and high-level jobs. First, in line with our expectations, social media use for professional development was significantly higher after the learning intervention than before. Second, partially in line with our expectations, social media use for professional development was positively related with the employability dimension anticipation and optimization. Third, contrary to our expectations, motivation to communicate through social media (LinkedIn) did not have a moderating role in this relationship. We concluded that the learning intervention has the potential to foster social media use for professional development, and in turn, can contribute to individuals’ human capital in terms of their employability. Hence, the intervention that forms the core of this empirical research can be a sustainable and promising human resource management (HRM) practice that fits the human capital agenda.
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Purpose The purpose of this paper is to investigate possible differences in the degrees of employability, leader–member exchange (LMX) and innovative work behaviours in a comparison between Belgium and the Netherlands. Although neighbouring countries, disparate national cultures between the two are assumed to influence the amount of employability, LMX and innovative work behaviours among their respective working populations. Furthermore, this paper aims to validate a mediation model across the two countries to test whether employability (partially) mediates the relationship between LMX and innovative work behaviours. Design/methodology/approach Data from employees and their immediate supervisors working in small- and medium-sized enterprises (SMEs) in Belgium and the Netherlands supported the hypothesized model. Structural equation modelling was used to investigate the mediation model using a multisource approach. Findings The amount of employability and innovative work behaviours of employees appeared to differ significantly between Belgium and the Netherlands. Furthermore, the results suggested that for both countries a positive relationship with one’s immediate supervisor (LMX) is beneficial in the light of workers’ innovative work behaviours, through its impact on employability, which was found to be a full mediator in this relationship. Research limitations/implications Future studies using a longitudinal approach could give more insight into the model relationships. Moreover, the variation in systems, national contexts and managerial practices in the Euroregion calls for more cross-national comparative scholarly research. Practical implications SMEs often do not employ professionals to manage human resources, that is, supervisors themselves have to carry the responsibility to encourage employees to further develop themselves and to enhance their innovative work behaviours. This while the challenge of more cross-national cooperation encourages a boost for innovations in the Euroregion. Originality/value This study is the first cross-national validation of a mediation model wherein a competence-based measure of employability is incorporated as a possible mediator in the relationship between LMX and innovative work behaviours.
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In this mixed methods study, a moderated mediation model predicting effects of leader-member exchange (LMX) and organizational citizenship behaviors (OCB) on innovative work behaviors, with employability as a mediator, has been tested. Multi-source data from 487 pairs of employees and supervisors working in 151 small and medium-sized enterprises (SMEs) supported our hypothesized model. The results of structural equation modelling provide support for our model. In particular, the benefits of close relationships and high-quality exchanges between employee and supervisor (LMX), and fostering individual development as a result of employees’ OCB have an indirect effect on innovative work behaviors through positive effects on workers’ employability. Innovative work behaviors depend on employees’ knowledge, skills, and expertise. In other words, enhancing workers’ employability nurtures innovative work behaviors. In addition, we found a moderation effect of organizational politics on the relationship between employability and innovative work behaviors. Secondly, qualitative methods focusing on experiences of the antecedents and outcomes of employability were used to complement our quantitative results. All in all, this study has important consequences for managerial strategies and practices in SMEs and call for an awareness of the dysfunctional effect of perceived organizational politics.
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