Age-related differences in the relations between individualized HRM and organizational performance

The current study investigated the relations of individualized HRM with multiple organizational performance indicators. Based on signaling theory and social exchange theory, it was predicted that the availability and use of different individualized HRM practices in organizations would be positively related to performance growth and negatively related to employee absence and employee turnover. Moreover, we investigated the moderating role of employee age in these relationships. Based on lifespan theory of aging, we expected that individualized work schedule practices would be more strongly related to outcomes for older workers while individualized development and financial pay practices would be more strongly related for younger workers. A large-scale representative study among 4,591 organizations in the Netherlands showed support for the relationships of individualized HR practices with organizational performance. Moreover, employee age moderated the relationships between the use of individualized practices and sickness absence and turnover, such that organizations with a high percentage of older workers benefited from work schedule practices, and organizations with high percentage of younger workers benefited from development practices

Age-related differences in the relations between individualised HRM and organisational performance: a large-scale employer survey

The current study aimed to investigate the relationship between individualised HRM practices and several measures of organisational performance, including the moderating role of employee age in these relationships. A large-scale representative study among 4,591 organisations in the Netherlands showed support for the relationships between individualised HR practices with organisational performance. Employee age moderated the relationships between the use of individualised practices and sickness absence and turnover, such that organisations with a high percentage of older workers benefited from work schedule practices, and organisations with high percentage of younger workers benefited from development practices

Manifesto for the future of work and organizational psychology

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 (seewww.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 openand 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

Sleutelen aan eigen inzetbaarheid: Kansen en keerzijdes van job crafting als methodiek ter bevordering van de duurzame inzetbaarheid in de context van lagergeschoold werk

Dit rapport beschrijft de achtergrond en bevindingen van een studie naar de bijdrage van job crafting aan duurzame inzetbaarheid. Job crafting gaat uit van het principe dat werknemers zelf bewust (en soms minder bewust) aanpassingen doen aan de taakinhoud en –uitvoering, zodat het werk beter aansluit bij veranderende behoeftes, sterktes en (cognitieve of fysieke) vermogens. In het kader van een TNO-onderzoeksprogramma1 gericht op de bevordering van duurzame inzetbaarheid onder oudere werknemers in de context van lagergeschoold werk zijn de mogelijkheden van job crafting binnen 3 pilotorganisaties verkend

Prestatiemanagement 2.0? Naar een beter begrip van mensgedreven prestatiemanagement in de praktijk

peer reviewedAs an HR tool, performance management aims to increase employee commitment and motivation and seeks to ascertain that employees contribute to the strategic goals of the organization. In practice, however, these outcomes are not always achieved, and frustration is growing among managers and employees with the slow, cumbersome and subjective nature of these traditional performance management systems. In response, an increasing number of organizations are abandoning this traditional, mainstream approach to performance management and have begun to experiment with a more flexible, employee-driven approach instead, in which the needs of the employee take centre stage. The purpose of this study is to gain a better understanding of this alternative approach to performance management by exploring (1) what the defining features of this alternative approach to performance management are and (2) how organizations transition from one system to the other. As part of this transition, the focus of performance management shifts from past performance to future performance, while the responsibility for the performance management process shifts from the manager to the employee. Nonetheless, and through a process of experimentation, evaluation, and adjustment, organizations often end up with a hybrid system in which elements of traditional and employee-driven performance management are combined. The nature of this transition can be seen as evolutionary as opposed to revolutionary