Werken aan een inclusieve organisatie: handvatten voor HRM

Een inclusieve organisatie wordt in het huidige discours vaak gedefinieerd als een organisatie die openstaat voor mensen met een afstand tot de arbeidsmarkt, die als gevolg van een fysieke of psychische beperking niet in staat zijn zelfstandig het minimumloon te verdienen (zie bijv. Borghouts-Van de Pas & Freese, 2016; Beukeveld & Oden, 2017). Dit heeft alles te maken met het beleid van overheid en sociale partners die met het Sociaal Akkoord van 2013 en de inwerkingtreding van de Participatiewet in 2015 veel aandacht hebben gevraagd voor juist deze groep. De werkgevers accepteerden een Banenafspraak met een taakstelling van 100.000 nieuwe arbeidsplaatsen voor mensen uit het doelgroepenregister (waarin mensen met een arbeidsbeperking formeel worden opgenomen) in het reguliere bedrijfsleven. In dit hoofdstuk bespreken we inzichten over inclusief Human Resource Management (HRM), afkomstig uit praktijkgericht onderzoek. We bespreken wat we verstaan onder een inclusieve organisatie en inclusief HRM en presenteren onderzoeksresultaten over het verbeteren van de HR-processen en het komen tot een inclusieve organisatiecultuur. Ten slotte trekken we conclusies over wat inclusief HRM betekent voor de rol en werkzaamheden van HRM

The cognitive costs of managing emotions:A systematic review of the impact of emotional requirements on cognitive performance

In our increasingly service-based world, employees are now, more than ever before, required to manage the emotional demands inherent to client interactions. These emotional demands can be fuelled by emotional display rules that are part of an organisational policy. However, what differentiates client interactions from other circumstances is that not only emotional performance standards should be met but also concurrent cognitive performance standards. In some professions, lives may even depend on the interplay between both kinds of performance. This systematic review is the first to offer a systematic synthesis of the surprisingly limited number of studies on this emotion–cognition relationship (N = 18). This synthesis clearly demonstrates that cognitive performance reduces when individuals are instructed to also modify their emotional expressions (expression focused emotion regulation) concurrently. However, although combinations of emotional and cognitive requirements most likely occur during professional events, only two studies used service simulations and none used real client interactions. Other outcomes of the systematic synthesis make it even more astonishing that the cognitive-emotional performance relationship has escaped the notice of the professional field. The most striking outcome is that emotion regulation is not only getting in the way of parallel but also of subsequent cognitive tasks

Stimulating job crafting behaviors of older workers:The influence of opportunity-enhancing human resource practices and psychological empowerment

Since job crafting behaviour is of profound importance for the retention of older workers, we examined how organizations can stimulate job crafting behaviour among older workers with opportunity-enhancing Human Resource (HR) practices. We introduced three job crafting behaviours: accommodative, utilization, and developmental job crafting. We hypothesized that opportunity-enhancing HR practices increase psychological empowerment among older workers and therefore their job crafting behaviour. We conducted a survey study with two waves among 125 Dutch older workers (65+) affiliated with a temporary employment agency aiming to employ older workers and found that changes in perceptions of opportunity-enhancing HR practices are positively related to changes in psychological empowerment and, in turn, to changes in utilization and developmental crafting behaviours. Unexpectedly, changes in psychological empowerment were not associated with changes in accommodative crafting and changes in opportunity-enhancing HR practices perceptions were not directly associated with changes in job crafting behaviour. With this study, we contribute to the literature on job crafting and human resource management by showing that opportunity-enhancing HR practices influence job crafting behaviour through psychological empowerment

From flexibility human resource management to employee engagement and perceived job performance across the lifespan::A multisample study

This study investigated the effects of flexibility human resource management (HRM) on employee outcomes over time, as well as the role of age in these relations. Based on work adjustment theory and AMO theory, it was predicted that availability and use of flexibility HRM would be positively related to employee engagement, as well as higher job performance.Moreover,we postulated different hypotheses regarding the role of employee age.While generation theory predicts that younger generations would reactmore strongly to flexibility HRM in relation to engagement, selection, optimization, and compensation theory of ageing predicts that older workers respond more strongly in relation to job performance.A longitudinal study amongUS employees and a study among employees in 11 countries across the world showed that engagement mediated the relationships between availability of flexibility HRM and job performance. Moreover, we found partial support for the moderating role of age in the relations of flexibility HRM with the outcomes: Flexibility HRMwas important for youngerworkers to enhance engagement,while for olderworkers, it enhanced their job performance. The study shows that the effectiveness of flexibilityHRM depends upon employee age and the type of outcome involved, and consequently, theory on flexibility at work should take the age of employees into account

Which Personal and Organizational Factors Influence the Organizational Commitment and Job Satisfaction of Shipyard Blue-Collar Workers?

[Abstract] The purpose of this research was to analyze which personal and organizational factors are related to organizational commitment and job satisfaction of shipyard workers who work in different auxiliary shipyard military companies in the north of Spain. Methods: In total, 567 shipyard workers participated in this cross-sectional survey study. The ages were between 19 and 64 (M = 39.36, SD = 10.01), males 82.52%, females 17.48%. We used a survey that included questions about personal and organizational factors such as physical environment, occupational risks, and psychosocial risks, in addition to the job commitment and job satisfaction scales. Results: The results of this study show that job commitment is significantly related to a higher age, lower education, and environmental risk (low vs. high). Furthermore, job satisfaction (high vs. low) and organizational commitment (high vs. low) is related with environmental risk (low vs. high). Job commitment is also higher in workers with a low educational level and older workers. Job satisfaction is lower in workers with a high educational level. Conclusions: This study shows that different personal and environmental factors influence the shipyard workers’ organizational commitment and job satisfaction

Burnout and Time Perspective of Blue-Collar Workers at the Shipyard

[Abstract] Background: The aim of the research was to investigate the association between time perspective in relation to burnout and successful ageing of blue-collar workers with physically highly demanding work and low autonomy. Shipyard blue-collar workers usually do predominantly manual labor versus white-collar workers, whose jobs do not usually involve physical work. Methods: 497 participants workers in a shipyard in the north of Spain. Ages were between 20 and 69 (M = 46.62, SD = 10.79). We used the Zimbardo Time Perspective Instrument (ZTPI), Spanish version, and the Maslach Burnout Inventory–General Survey (MBI-GS). Results: Emotional exhaustion factor obtained a coefficient of 0.97; cynicism factor of 0.83; and professional efficacy factor of p = 0.86. The mean of the three reliability coefficients was 0.887. With respect to the five factors of the ZTPI questionnaire: the negative past factor obtained a coefficient of p = 0.91; that of positive past p = 0.81; the present hedonistic of 0.878; the future of p = 0.83; and the fatalistic present of p = 0.90. The mean of the five coefficients, was p = 0.86. Conclusions: Within shipyard workers, burnout is associated with a negative past and negative future time perspective. This makes shipyard workers at a higher risk of developing burnout and this can have serious consequences for the sustainable employability of these blue-collar workers

Burnout and Time Perspective of Blue-Collar Workers at the Shipyard

Background: The aim of the research was to investigate the association between time perspective in relation to burnout and successful ageing of blue-collar workers with physically highly demanding work and low autonomy. Shipyard blue-collar workers usually do predominantly manual labor versus white-collar workers, whose jobs do not usually involve physical work. Methods: 497 participants workers in a shipyard in the north of Spain. Ages were between 20 and 69 (M = 46.62, SD = 10.79). We used the Zimbardo Time Perspective Instrument (ZTPI), Spanish version, and the Maslach Burnout Inventory–General Survey (MBI-GS). Results: Emotional exhaustion factor obtained a coefficient of 0.97; cynicism factor of 0.83; and professional efficacy factor of p = 0.86. The mean of the three reliability coefficients was 0.887. With respect to the five factors of the ZTPI questionnaire: the negative past factor obtained a coefficient of p = 0.91; that of positive past p = 0.81; the present hedonistic of 0.878; the future of p = 0.83; and the fatalistic present of p = 0.90. The mean of the five coefficients, was p = 0.86. Conclusions: Within shipyard workers, burnout is associated with a negative past and negative future time perspective. This makes shipyard workers at a higher risk of developing burnout and this can have serious consequences for the sustainable employability of these blue-collar workers.publishedVersio

The influence of human resource practices on perceived work ability and the preferred retirement age: A latent growth modelling approach

Organisations are challenged to extend working lives of older workers. However, there is little empirical evidence available on how organisations should do this. This study aims to fill this gap by testing the effect of Human Resource (HR) practices on perceived work ability and the preferred retirement age. Based on the Conversation of Resources theory, we expected that the use of HR practices has a positive effect on perceived work ability and preferred retirement age. We have conducted latent growth curve modelling to test our hypotheses amongst 12,444 employees aged 45 and older at four time points. The results indicate that developmental practices are positively related to work ability, whereas maintenance practices are negatively related to work ability and the preferred retirement age. Accommodative practices are negatively related to the intercepts of both outcomes but not to the slopes, whereas utilisation practices are not related to the outcomes at all.publishedVersio