There is general agreement that the world of work has changed considerably in recent decades. The levels at which transformations are taking place range from the macro level of economies to the micro level of work tasks. At the macro level of economies’ structural composition, there is a continuing shift away from manufacturing toward services (postindustrialization; Bell, 1974). Especially knowledge-intensive services, such as financial, legal, or technology-linked services, are becoming more and more central to today’s economies. At the meso level of work organizations, we are witnessing a move away from hierarchical and centralized toward decentralized and flexible organizational structures (Cascio, 2003). These economic, societal, and organizational changes inevitably alter what is expected of workers and bring about new demands at the micro level of work tasks. Empirical studies show that employees feel increasing pressure to work at high speed (Green, 2004) and to plan, structure, and control their work activities autonomously (Vos & Pongratz, 1998). On the other hand, careers have become less predictable (Beck, 2009) and employment has become less stable (Blossfeld, Mills, Klijzing, & Kurz, 2005). These ongoing changes may have negative, but also positive effects on employees. As a result of these general trends and related empirical findings, there is an ongoing debate on the need for new perspectives on job demands. A few examples are given below. A current development of the job demands resources (JD-R) model distinguishes between challenge demands and hindrance demands and uses self-determination theory to explain positive motivational effects of job demands (Van den Broeck, De Cuyper, & De Witte, 2010), and an individual appraisal perspective has been implemented (Webster, Beehr, & Love, 2011) in the challenge/hindrance approach (LePine, Podsakoff, & LePine, 2005). In addition to refining theoretical approaches, new job demands have recently been introduced and empirically studied. Among other aspects, illegitimate tasks (Semmer, Tschan, Meier, Facchin, & Jacobshagen, 2010) and demands arising from temporal and spatial flexibility (Kattenbach, Demerouti, & Nachreiner, 2010; Demerouti, Derks, ten Brummelhuis, & Bakker, in press) represent such new demands, as do job demands arising from accelerated change (Kubicek, Korunka, & Ulferts, 2012; Obschonka, Silbereisen, & Wasilewski, 2012). This special issue of the Journal of Personnel Psychology aims to further develop the conceptual and empirical foundation of new job demands and invites researchers to submit papers dealing with different aspects of the topic from a personnel psychology perspective. Submissions should shed light on definition and measurement of new job demands and their potential role for motivation, training, job performance, and the general quality of working life. Possible topics of inquiry include: • New job demands and their role in personnel selection, training, development, and rewards. • New ways of working from the perspective of personnel psychology. • Motivational aspects of new job demands. • The role of individual appraisals of new job demands. • New developments in the context of the JD-R model from a personnel psychology perspective.