Rond 1980 werd personeelsontwikkeling in Nederland vooral geadopteerddoor een andere discipline, onderwijskunde, waardoor veel nadruk werd gelegd op bedrijfsopleidingen. Die werden gezien als ‘beroepsonderwijs in pocketformaat’: nascholing in cursusverband kreeg mede daardoor een dominante plaats binnen het geheel van HRD-praktijken(Thijssen, 2003). Sindsdien is er veel veranderd. De pas later ook in Nederland doorgebroken term Human Resource Development is daar een exponent van. De veelvormigheid van HRD-activiteiten is toegenomen net als het besef dat investeren in HRD noodzakelijk is. De meest ingrijpende contextuele verandering voor HRD-praktijken betreft de arbeidsmarktturbulentie die met name is ontstaan door de behoefte van organisaties aan personele flexibiliteit, waardoor lifetime employment een marginaal fenomeen is geworden. In verband daarmee is een omslag waar te nemen van een traditioneel naar een modern psychologisch contract, hetgeen met name inhoudt dat het initiatief en de verantwoordelijkheid voor ontwikkelingsinvesteringen niet meer zo zeer bij de arbeidsorganisatie ligt, maar primair bij het individu. Tegen deze achtergrond zal in het navolgende gedeelte worden ingegaan op drie HRD-deeldomeinen: loopbaanmanagement, talent management en management development. Daarbij wordt naast de betekenis van deze deeldomeinen aandacht besteed aan diverse ontwikkelingen in het recente verleden en aan enkele belangrijke agendapunten als verbinding naar de toekomst
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Although the attention for neurodiversity in human resource management (HRM) is growing, neurodivergent individuals are still primarily supported from a deficit-oriented paradigm, which points towards individuals' deviation from neurotypical norms. Following the HRM process model, our study explored to what extent a strengths-based HRM approach to the identification, use, and development of strengths of neurodivergent groups is intended, implemented, and perceived in organizations. Thirty participants were interviewed, including HRM professionals (n=15), supervisors of neurodivergent employees (n=4), and neurodivergent employees (n=11). Our findings show that there is significant potential in embracing the strengths-based approach to promote neurodiversity-inclusion, for instance with the use of job crafting practices or (awareness) training to promote strengths use. Still, the acknowledgement of neurodivergent individuals' strengths in the workplace depends on the integration of the strengths-based approach into a supportive framework of HR practices related to strengths identification, use, and development. Here, particular attention should be dedicated to strengths development for neurodivergent employees (e.g., optimally balancing strengths use). By adopting the strengths-based HRM approach to neurodiversity as a means of challenging the ableist norms of organizations, we add to the HRM literature by contributing to the discussion on how both research and organizations can optimally support an increasingly diverse workforce by focusing on individual strengths
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This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
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This two-wave complete panel study aims to examine human resource management (HRM) bundles of practices in relation to social support [i.e., leader–member exchange (LMX; Graen & Uhl-Bien, 1995), coworker exchange (CWX; Sherony & Green, 2002)] and employee outcomes (i.e., work engagement, employability, and health), within a context of workers aged 65+, the so-called bridge workers (Wang, Adams, Beehr, & Shultz, 2009). Based upon the social exchange theory (Blau, 1964; Gouldner, 1960), and the Job Demands-Resources (JD-R; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) framework, it was hypothesized that HRM bundles at Time 1 would increase bridge workers’ outcomes at Time 2, and that this relationship would be mediated by perceptions of LMX and CWX at Time 2. Hypotheses were tested among a unique sample of Dutch bridge employees (N = 228). Results of several structural equation modeling analyses revealed no significant associations between HRM bundles, and social support, moreover, no significant associations were found in relation to employee outcomes. However, the results of the best-fitting final model revealed the importance of the impact of social support on employee (65+) outcomes over time.
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This paper presents four research projects on organizational innovation in the Netherlands. These projects are still in a design and theoretical investigation stage, but the authors find it useful to share their findings and insights with the research community in order to inspire them with their ideas and research agenda. In the paper four constructs are explored that focus on the human factor in organizations and that may have a positive influence on organizational innovation. Shared leadership: It is often thought that, for innovation, only one brilliant mind with a break-through idea in a single flash of enlightenment is needed. Recent research, however, shows that most innovations are the result of team-flow and sharing and alternating leadership tasks. Social Capital: through leadership and decision making, by influencing trust, respect and commitment, the organizations social capital and thus its innovative power is increased. External consultancy: deployment of external consultants will add to knowledge and skills necessary for innovation. IT and workflow management: if handled correctly, the human factor can add substantial quality to the design and use of IT in organizations. The paper shows that the way these constructs are managed is crucial in influencing and motivating members of an organization to attribute to innovation and make use of the facilities that are offered to them.
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This research focuses on exit choices within SMEs. In this study, “exit choice” refers to the decision to opt for either liquidation or sale of the firm. The predictions focus on human-capital and firm-resource variables. The hypotheses are tested on a set of 158 owners of small firms, the majority of which are micro-firms with 0–9 employees. The results of a series of binominal logistic regression analyses show that firm-resource characteristics (previous sales turnover, the firm’s independence from its owner, and firm size), together with one aspect of the owner’s specific human capital (the owner’s acquisition experience), predict exit choice. The conclusions have been made with caution, as the dataset is relatively small and the number of predictors is limited.
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Change has become continuous, and innovation is a primary approach for hospitality, i.e., hotel companies, to become or remain economically viable and sustainable. An increasing number of management researchers are paying more attention to workplace rather than technological innovation. This study investigates workplace innovation in the Dutch hotel industry, in three- and four-star hotels in the Netherlands, by comparing them to other industries. Two samples were questioned using the Workplace Innovation survey created by the Dutch Network of Social Innovation (NSI). The first was conducted in the hospitality industry, and these data were compared with data collected in a sample of other industries. Results suggest that greater strategic orientation on workplace innovation and talent development has a positive influence on four factors of organizational performance. Greater internal rates of change, the ability to self-organize, and investment in knowledge also had positive influences on three of the factors—growth in revenue, sustainability, and absenteeism. Results also suggest that the hospitality industry has lower workplace innovation than other industries. However, no recent research has assessed to what degree the hospitality industry fosters workplace innovation, especially in the Netherlands. Next to that, only few studies have examined management in the Dutch hotel industry, how workplace innovation is used there, and whether it improves practices.
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This special issue (SI) aims to assemble a high-quality set of papers, which improve our understanding of how contextual factors impact the conceptualization, implementation and effectiveness of Talent Management. The context can be used several ways, e.g. to frame the relevance of the study, to interpret results or even by using theoretical frameworks in which the contextual factors and variables are incorporated.
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A culture change within an organization may be of importance in this turbulent world. An assessment of the current and desired cultural profiles can help estimate as to whether any changes are required. In this study the organizational culture of a housing association was examined from both the staff’s and external stakeholders’ perspectives. How does the current culture compare with the desired culture? Do the external stakeholders perceive the organization’s culture in a similar way? Do the staff’s and external stakeholders’ perceptions coincide with the organization’s intended image? The results demonstrate that the external stakeholders’ perceptions of the organizational culture in this case study are similar to those of the organization’s staff.
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Door de economische crisis laat het tekort aan medewerkers langer op zichwachten dan voorheen werd aangenomen, maar dit tekort komt eraan. Medewerkers worden gestimuleerd om langer te blijven werken. Ook is een groeiende groep 65+-medewerkers aan het werk, de zogenaamde ‘bridge workers’. Ondanks de mogelijkheid om (volledig) met pensioen te kunnen gaan, kiezen deze medewerkers er vrijwillig voor om (deels) nog enkele jaren te blijven werken. Hoe organisaties omgaan met werken na de AOW-leeftijd is afhankelijk van (cao-)afspraken tussen werkgever en werknemer. Het roept bij deze groeiende groep medewerkers de vraag op hoe organisaties met de inzet van human resource management (hrm) kunnen bijdragen aan de bevlogenheid, inzetbaarheid, en ervaren gezondheid van de bridge worker.
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