This literature review explores ways older workers might continue to make waves and impact their work organization. The topic of the paper is grounded in the problem of an ageing organizational population looming in the near future. The work presented here is a start to helping management in knowledge-intensive organizations to understand how to effectively utilize the capacities of older knowledge workers by stimulating intergenerational learning as a means to retain critical organizational knowledge, encourage innovation and promote organizational learning through knowledge building. First, the concept of intergenerational learning is developed followed by a discussion of the organizational factors important for it to take place. The last section presents ideas on how to design and implement intergenerational learning as an organizational development program.
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Purpose – The purposes of this paper are to 1) give an overview of the prevalence of HR practices that are used to retain vital older workers in health organizations, 2) to examine the evaluations of those HR practices, and 3) to determine the wishes for HR practices in three different target groups:older workers, line managers and HR professionals.Design/methodoly/approach - An inventory case study was conducted based on 51 interviews with older workers, line managers and HR professionals working in 15 hospitals and nursing and care organizations.Findings - Our results showed that maintenance HR practices focused on retaining older workers in their current jobs, in comparison with development HR practices, are by far more prevalent. In addition, maintenance and development HR practices, in general, are assessed being successful.Although wishes appeared to be strongly related to development HR practices, maintenance HR practices are mentioned as well.Originality/value - This paper aims to give an overview of the prevalence of HR practices used to retain older workers in health care organizations vital at work, which practices are evaluated as successful from not only line managers’ and HRM perspective, but from the older workers themselves as well.
Background: There is increasing interest in the role that technology can play in improving the vitality of knowledge workers. A promising and widely adopted strategy to attain this goal is to reduce sedentary behavior (SB) and increase physical activity (PA). In this paper, we review the state-of-the-art SB and PA interventions using technology in the office environment. By scoping the existing landscape, we identified current gaps and underexplored possibilities. We discuss opportunities for future development and research on SB and PA interventions using technology. Methods: A systematic search was conducted in the Association for Computing Machinery digital library, the interdisciplinary library Scopus, and the Institute of Electrical and Electronics Engineers Xplore Digital Library to locate peer-reviewed scientific articles detailing SB and PA technology interventions in office environments between 2009 and 2019. Results: The initial search identified 1130 articles, of which 45 studies were included in the analysis. Our scoping review focused on the technologies supporting the interventions, which were coded using a grounded approach. Conclusion: Our findings showed that current SB and PA interventions using technology provide limited possibilities for physically active ways of working as opposed to the common strategy of prompting breaks. Interventions are also often offered as additional systems or services, rather than integrated into existing office infrastructures. With this work, we have mapped different types of interventions and provide an increased understanding of the opportunities for future multidisciplinary development and research of technologies to address sedentary behavior and physical activity in the office context
Many companies struggle with their workplace strategy and corporate real-estate strategy, especially when they have a high percentage of knowledge workers. How to balance employee satisfaction and productivity with the cost of offices.This project focused on developing methods and tools to design customer journeys and predict the impact of investments and changes on user satisfaction with the work environment. The tools, including a game and simulation tool, allowed to focus on the needs of particular subgroups of employees while at the same time keeping an overview on the satisfaction and perceived productivity of all employees and guests. We applied Quality Function Deployment techniques to understand how needs of different types of users of (activity-based) office environments can catered for in smart customer-centric office design.
The Healthy Workplace monitor is being developed to monitor the health and well-being of knowledge workers in relation to the office space and their home workplace. Since the corona period, a lot has changed in the way knowledge workers work. Both offices and employees require more flexibility to carry out work in an efficient but also healthy and enjoyable way. It is important to identify office workers needs with regard to workspaces at the office and at home from a holistic view, in which mental , physical and social aspects play a role. A vital, happy employee is a productive employee.
HTIT-EN (Hospitality, Tourism, Innovation & Technology Experts Network) unites professors and researchers from five leading academies in hospitality and tourism (Hotelschool The Hague, Hotel Management School Maastricht / Zuyd, Breda University of Applied Sciences, Saxion Hogeschool, NHL Stenden). Our primary goal is to coordinate efforts in setting a joint research agenda, focused on the overall question: "How can the Dutch hospitality and tourism sector, which has a profound societal presence and encompasses a diverse range of workers and stakeholders, leverage its transversal character to generate extensive societal impact through the utilization of emerging technological innovations?" Early industry adoption of emerging technologies, including robotics, immersive experiences, and artificial intelligence, make hospitality and tourism ideal contexts to serve as a catalyst for innovation and societal impact. By integrating complementary expertise of the leading professors in areas like strategic foresight, disruptive transformations, technology management, and digital transformation and by engaging in collaboration with external knowledge institutions (MBO, HBO, WO), the Centre of Expertise Leisure, Tourism & Hospitality, business professionals, and industry associations, our vision is to acknowledge the hospitality and tourism industry as a dynamic basis for generating technology-driven, positive societal change. HTIT-EN's ultimate goal is to rise to the status of a globally renowned knowledge platform, specializing in technological innovation within the domain of hospitality and tourism, within the next 5 years. To achieve this aspiration, we are committed to fostering collaboration and aligning expertise across the participating institutions, as well as extending an invitation to additional partners from both the practical and academic fields related to this network. This collaborative effort will enable us to leverage each other’s expertise and resources and fully utilize the transversal characteristics of the Dutch tourism and hospitality industry, developing it to a catalyst for technology-driven innovation with wide and lasting societal implications across the Netherlands.
