Breaking through the surface of effective biological therapy in psoriasis exploring real world outcomes, unmet needs and dose reduction strategies

Contains fulltext : 277199.pdf (Publisher’s version ) (Open Access)Radboud University, 11 oktober 2022Co-promotores : Jong, E.M.G.J. de, Reek, J.M.P.A. van den220 p

Work ability and fatigue in cancer survivors on long-term sick leave

Anema, J.R. [Promotor]Beek, A.J. van der [Promotor]Duijts, S.F.A. [Copromotor

Stage in Europa

Op de een of andere manier wordt het fenomeen stage-in-het-buitenland gezien als iets exotisch en dynamisch. Die exotische bijklank heeft, denk ik, te maken met het vakantiegevoel dat het woord 'buitenland' oproept. Dat dynamische dankt het waarschijnlijk aan het feit dat, in de algemene beeldvorming, de voor zaken rondreizende diplomaat onnoemelijk minder 'grijs' is dan om het even welke bureauambtenaar. Stage lopen in 'Europa' roept ook dergelijke beelden op, zij het dat er nog een component van onvoorstelbare luxe aan kan worden toegevoegd

Competency Management: Balancing between commitment and control

This study investigated the relationships between commitment and control approaches and the use of competency management by adopting the theory of planned behavior. Questionnaires were filled out by 43 human resource experts working in different organizations. We expected components of the theory of planned behavior to mediate the relationship between commitment and control approaches and the use of competency management (behavior). Regression analysis showed that perceived behavioral control mediated the relation between commitment approach and behavior. Furthermore, the data revealed that attitude towards competency management was more positive and perceived behavioral control was higher when competency management was implemented with a commitment instead of a control approach. Subjective norm was strongly related to behavior. Based on the results, for competency management to be frequently used, we argue for increased behavioral control, and for an organizational climate in which competency management is widely accepted

Competenties en effectiviteit: Het perspectief van verschillende beoordelaars.

The competency based approach to human resource management has gained popularity. Despite this popularity, there is still no unequivocal answer to the question whether and, if so, which competencies are actually related to effectiveness when different rater sources are considered. Therefore, this study examines relationships between managerial competencies and perceived managerial effectiveness focusing on the perspectives of subordinates, peers, and supervisors using a 360-degree feedback inventory. Results revealed that different rater sources assess competencies and managerial effectiveness differently. That is, comparing ratings of different sources showed little to no similarity. Furthermore, within source competency ratings were found to be more similar than between source competency ratings. Overall, competencies appeared to be related to perceived managerial effectiveness. In addition, results showed that in the eyes of subordinates, peers, and supervisors, different competencies are considered predictors of perceived managerial effectiveness. The results are discussed and several potentially fruitful avenues for future research on the link between competencies and effectiveness are presented

Commitment, control and the use of competency management

Purpose - The purpose of this paper is to examine the effects of the commitment- and control-approaches on the use of competency management, and to investigate whether attitude, subjective norm and perceived behavioural control mediate these effects. Design/methodology/approach - In Study 1, using a survey, employees indicated whether their organization adopted a commitment- or a control-approach towards competency management. Moreover, they rated their own attitude, subjective norm, perceived behavioural control, and behaviour. In Study 2 a scenario experiment was conducted in which the authors manipulated the commitment- and control-approaches towards competency management in order to establish causal relations. Findings - Results consistently showed that the use of competency management is higher within a commitment- than within a control-approach. Furthermore, attitude and perceived behavioural control were found to mediate the relationship between the commitment-approach and the use of competency management. Research limitations/implications - Future research should include other organizational members, for example (line) managers, to create future insight in the effects of commitment- and control-approaches on the use of competency management. Practical implications - The results of the studies highlight that a commitment-oriented approach increases the use of competency management by employees and that a positive employee attitude and perceived behavioural control are of considerable importance when increasing the use of competency management is an organization’s primary goal. Originality/value - The paper gives insight in how to persuade and stimulate employees to use competency management more frequently