Purpose: Self-managed institutional homeless programmes started as an alternative to regular shelters. Using institutional theory as a lens, we aim to explore the experiences of stakeholders with the institutional aspects of a self-managed programs.Method: The data we analysed (56 interviews, both open and semi-structured) were generated in a longitudinal participatory case-study into JES, a self-managed homeless shelter. In our analysis we went back and forth between our empirical data and theory, using a combination of systematic coding and interpretation. Participants were involved in all stages of the research.Results: Our analysis revealed similarities between JES and regular shelters, stemming from institutional similarities. Participants shared space and facilities with sixteen people, which caused an ongoing discussion on (enforcement of) rules. Participants loathed lack of private space. However, participants experienced freedom of choice over both their own life and management of JES and structures were experienced more fluid than in regular care. Somestructures also appeared stimulated self-management.Conclusion: Our analysis showed how an institutional context influences self-management and suggested opportunities for introducing freedom and fluidity in institutional care.
Background. Quality of life is an important health outcome for older persons. It predicts the adverse outcomes of institutionalization and premature death. The aim of this cross-sectional study was to determine the influence of both disability in activities of daily living (ADL) and instrumental activities of daily living (IADL) on physical and mental dimensions of quality of life. Methods. A total of 377 Dutch people aged 75 years and older completed a web-based questionnaire. This questionnaire contained the Groningen Activity Restriction Scale (GARS) for measuring ADL and IADL and the Short-Form Health Survey (SF-12) for measuring quality of life. The SF-12 distinguishes two dimensions of quality of life, a physical and mental dimension.
Literature on the relationship between sustainability and human resource management (HRM) is just emerging. This chapter examines the role of the HRM function in advancing the sustainability agenda in the hotel industry. Drawing on 18 interviews with human resource managers (specialists), managers and employees drawn from 12 large and medium hotels in the Netherlands, this chapter reveals that HR professionals perform five different roles - of a coach, facilitator, architect, leader and custodian of sustainability conscience. These roles are based on Ulrich and Beatty’s (2001) model of HRM. It further shows that the propensity of human resource professionals to perform such roles is influenced by two major organisational contextual factors such as: a.) the sophistication of the HRM function and its relative position within the hotel’s decision-making structures; and b.) the stage of development of the hotel’s sustainability agenda. The chapter then concludes by highlighting implications for theory and practice.
