Post-pensionados. Hoe worden 65-plussers gemotiveerd om te werken?

Nu de vergrijzing begint toe te slaan en organisaties steeds meer moeite moeten doen om goed gekwalificeerd personeel te werven en te behouden, wordt het aanspreken van onze stille arbeidsreserve steeds belangrijker. 65-plussers vormen een interessante groep potentiële werknemers. Ze zijn vaak ervaren, gedreven en loyaal, en zijn graag bereid zich flexibel op te stellen als de werkgever oog heeft voor hun specifieke behoeften.</p

A longitudinal study of age-related differences in reactions to psychological contract breach

Legacy description not available</p

Preface to the Special Issue on “The Impact of Resilience in Developing Individual and Organizational Capacity to ‘Bounce Back’ from Challenges”

In this Preface to the Special Issue on “The Impact of Resilience in Developing Individual and Organizational Capacity to ‘Bounce Back’ from Challenges”, I introduce the need to study resilience in HRD, and lay out the most fundamental concerns surrounding the use of the term resilience in contemporary workplaces and scientific discourse. I also introduce the papers published in the Special Issue, and link them to the overall narrative around resilience at work.</p

Kritische perspectieven op Human Resource Management

De term ‘Human Resource Management’ is vanaf het ontstaan ervan een controversiële term geweest, en met name betreffende de betekenis van ‘Human’ in HRM. Er is regelmatig de vraag gesteld of HRM mensen werkelijk als ‘Human’ beschouwt, of toch voornamelijk als ‘Human Resource’ (zie bv. Delbridge & Keenoy, 2010). Deze vraag betreft de kern waar HRM om draait, en dus of mensen in organisaties door HRM worden gezien als ‘instrument’ (een resource) voor het bereiken van organisatieprestaties, of als een mens die meer is dan slechts een instrument, of wellicht wel helemaal geen ‘instrument’. Dit soort vraagstukken zijn onderdeel van het vakgebied van ‘Kritisch HRM’, een vakgebied dat zijn oorsprong kent in het werk van Karen Legge (1995). Hoewel kritisch HRM (critical HRM) niet in de index voorkomt van Legge (1995), kan haar boek wel degelijk worden beschouwd als de aanvang van een kleine, maar relevante, stroom rondom de kritische aspecten van personeelsmanagement. Om een beter begrip te hebben van wat kritisch HRM nu precies inhoudt bespreek ik het werk van Karen Legge, en anderen die in haar traditie hebben gewerkt.</p

Should eminent academics stop publishing?

In this piece, I want to address a relatively controversial and sensitive topic, which may seem to be somewhat farfetched, and deals with the question whether eminent (and often older, senior or retired) academics should stop publishing in academic journals. While this question may seem to be somewhat ludicrous to those who never reflected on the issue before, there are actually quite some valid reasons to reflect on this very issue, which I will outline in the paper.</p

Why we should stop measuring performance and well-being

In this essay, I argue that work and organizational psychology needs to move beyond measuring performance and well-being as the only outcomes relevant to our research. I outline the main difficulties with a narrow focus on performance and well-being, and argue that we need to broaden our scope of outcomes to stay relevant in a rapidly changing society. One example includes a dignity-paradigm, which postulates that there may be other outcomes in work and organizational psychology research which are relevant for both researchers, practitioners and society.</p

Should eminent academics stop publishing?

In this piece, I want to address a relatively controversial and sensitive topic, which may seem to be somewhat farfetched, and deals with the question whether eminent (and often older, senior or retired) academics should stop publishing in academic journals. While this question may seem to be somewhat ludicrous to those who never reflected on the issue before, there are actually quite some valid reasons to reflect on this very issue, which I will outline in the paper.</p

Why we should stop measuring performance and well-being

As Organizational Behavior scholars (or anyone active in work psychology, HRM, or management), we are trained and socialized to take into account two possible outcomes in our research: performance and well-being. This is notable not only in our theoretical models, our reviews and meta-analyses, our choice of variables when collecting data, but also more implicitly in our thinking, personal and professional ideologies, and the ways we reason about our field of research and how we justify and argue our theories as analysts of human behavior in the workplace. On the one hand, it has been argued that the sole purpose of Organizational Behavior (and I use this term loosely, as it easily translates to related disciplines like the ones mentioned above) is to enhance performance of organizations. This is not merely a marginalized perspective but appears in our mainstream and most prestigious journals, such as Journal of Applied Psychology (Dalal, 2005). On the other hand, it is widely acknowledged that our focus on organizational performance is insufficient and that it is also worthwhile to look at well-being of people, and in particular employees while researching workplace behaviors (see e.g., the review from Karina van de Voorde et al., 2012). This dichotomy of performance and well-being has served us quite well, and provided a space to differentiate ourselves from each other in our research purposes, thereby even pretending that we can take a ‘critical’ perspective on our field.</p

Why do employees negotiate idiosyncratic deals? An exploration of the process of i-deal negotiation

This study investigated why employees negotiate idiosyncratic deals with their organizations, and interviews with 31 employees who successfully negotiated i-deals showed that three main themes could be identified in the i-deal negotiation process: motives for negotiating (i.e., earned and problem solving), enablers (i.e., relationships and flexibility), and inhibitors (i.e., secrecy, and culture and structure). The study shows that people may have different motives for negotiating i-deals, and subsequently also experience different enabling and inhibiting factors in the process of obtaining i-deals.</p

How irrelevant is work and organizational psychology really?

In this short opinion piece, I reflect on why WOP research is irrelevant, and may even be dangerous in complying to existing norms in society about how workers should behave. The views expressed in this piece are solely my own, and I solely carry any responsibility for what is expressed here. In order to elicit positive, constructive change, we need to be able to have an open mind, and acknowledge our own weaknesses.</p