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Giovanni Russo

Cedefop, Greece, and IZA, Germany

IZA World of Labor role

Author

Current position

Senior Research Officer, Cedefop (European Agency for Vocational Education and Training)

Research interest

Firm hiring strategies, personnel economics, internal labor markets, employment effect of changes in demand patterns, structural change and the growth of the services industry

Website

https://www.iza.org/person/1986/giovanni-russo

Positions/functions as a policy advisor

Research Officer, Consultancy Firm, Publica ReS (SWG group), 2007; Research Officer, Union Research Institute (CGL), IRES FvG (Institute for Economic and Social Research, Friuli Venezia Giulia), Udine, 2005–2007

Past positions

Associate Professor in Economics, Utrecht University, 2000–2004; Research Officer, Free University Amsterdam, 2009–2010; Professor of Personnel Economics, Trieste University, 2004–2009

Qualifications

PhD Economics, Tinbergen Institute, 1996

Selected publications

  • “The university workers' willingness to pay for commuting.” Transportation 39:6 (2012): 1121–1132 (with J. N. van Ommeren and P. Rietveld).

  • "Job and life satisfaction among part-time and full-time workers: The 'identity' approach." Review of Social Economy 70:3 (2012): 315–343.

  • "Multiple glass ceilings." Industrial Relations 51:4 (2012): 892–915 (with W. Hassink).

  • "Commuter effects on local labour markets: A German modelling study." Urban Studies 51:3 (2014): 493–508 (with F. Tedeschi, A. Reggiani, and P. Nijkamp).

  • “Accessibility and network structures in the German commuting.” Networks and Spatial Economics 11 (2011): 621–641 (with A. Reggiani and P. Bucci).

article(s)

  • Skill utilization at work: Opportunity and motivation

    Challenging jobs and work incentives induce workers to use their skills but make life difficult for managers

    Giovanni Russo, December 2017
    Organizational characteristics and management styles vary dramatically both across and within sectors, which leads to huge variation in job design and complexity. Complex jobs pose a challenge for management and workers; an incentive structure aimed at unlocking workers’ potential can effectively address this challenge. However, the heterogeneity of job complexity and the inherent difficulty in devising a correct set of incentives may result in misalignment between job demands and incentivized behaviors, and in complaints by employers about the lack of skilled workers.
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