Vergrijzing en collectieve pensioenuitgaven

__Abstract__ \n \nWij schatten het verband tussen het beloop van de collectieve uitgaven voor het ouderdomspensioen en de vergrijzing van de bevolking. De analyse maakt gebruik van paneldata voor drie\xc3\xabntwintig OECD-landen voor zeven peiljaren uit de periode 1980-2010. Uit de resultaten blijkt dat een toename van het aantal mensen van 65 jaar en ouder met \xc3\xa9\xc3\xa9n persoon \xe2\x80\x93 ten opzichte van tien mensen uit de leeftijdsgroep 15-64 jaar \xe2\x80\x93 gepaard gaat met een stijging van de bedoelde pensioenuitgaven met 2,14 procent van het bruto binnenlands product (bbp). Uitgaande van recente CBS-ramingen van de groei en de leeftijdsopbouw van de Nederlandse bevolking, loopt de grijze druk op. Dientengevolge zouden de overheidsuitgaven voor het collectief georganiseerde en gefinancierde ouderdomspensioen \n\xe2\x80\x93 afgaande op onze schattingsresultaten, en bij ongewijzigd voortgezet overheidsbeleid \xe2\x80\x93 tot 2040 kunnen stijgen met 5,18 procent van het bbp. Dit vooruitzicht kan verklaren waarom de AOW-gerechtigde leeftijd met ingang van 2013 stapsgewijze wordt verhoogd

Activation is not a panacea: active labour market policy, long-term unemployment and institutional complementarity

Evaluation studies of active labour market policy show different activation measures generate contradictory results. In the present study, we argue that these contradictory results are due to the fact that the outcomes of activation measures depend on other institutions. The outcome measure in this study is the long-term unemployment rate. Two labour market institutions are of special interest in this context: namely, employment protection and unemployment benefits. Both institutions, depending on their design, may either increase or decrease the effectiveness of active labour market policies in lowering long-term unemployment. Based on an analysis of macro-level data o

Innovative human resource management

__Purpose__ – External factors such as global competition and new technologies, require organizations to be innovative. Such organizational innovations also ask for innovative human resource management (HRM). However, in the current literature, it is not completely clear what innovative HRM means, as it is conceptualized in different ways. This study aims to provide clarity about innovative HRM by suggesting a new measurement scale; formulating hypotheses about some core determinants of innovative HRM; and investigating how innovative HRM relates to organizational innovation. __Design/methodology/approach__ – Using a sample of 719 Dutch organizations it was possible to investigate the properties of the inventory and examining several determinants of innovative HRM and how it relates to organizational innovation. __Findings__ – The innovative HRM scale is internally consistent and differs from other HRM indicators. It is explained by external developments, organizational size and stability of the organization. Finally, innovative HRM is a predictor of organizational innovation. __Originality/value__ – The measure that was developed in this paper is new to the literature. Innovative HRM has not beenmeasured in a similar way to date. Besides that, the innovative HRM Survey is a novel data set

Organizational innovativeness through inter-organizational ties

In order to be innovative, organizations can benefit from having inter-orga- nizational relations. Through these external relations, organizations get access to valuable resources and they have the possibility to learn from other organizations. At the same time, these ties need to be managed to overcome cooperation problems. Prior studies revealed that inter-organizational relations can contribute to an organi- zation’s innovativeness in terms of developing new products and services. This chap- ter addresses thr

Age Stereotypes and Attitudes Towards Welfare State Arrangements for the Old. A Multilevel Analysis Across Twenty-Nine Countries

This study investigates whether and how support for welfare state arrangements for the old relate to the stereotypes of the young and the old within society. It is hypothesized that the social status that these groups have in society affect these attitudes through different mechanisms, relating to the deservingness criteria that citizens apply. An empirical analysis of Round 4 of the European Social Survey (including 50,009 individuals from 29 European countries) shows that: (1) the social esteem of people over 70 predicts support for welfare state arrangements for the old; and (2) the social esteem of people in their 20s has a moderate effect on support for these arrangements. Hence, there is little support for a generational conflict

Organizing for autonomy

This article aims at explaining work autonomy using contingency theory and agency theory. While prior research relies on individual level data (sometimes across nations), the present analysis specifically aims at understanding work autonomy as a management decision at the organizational level. Data were collected among 670 private companies in the Netherlands using a survey. The companies represent a cross section of the Dutch economy. The data are analyzed using regression analysis. The factors derived from contingency theory and agency theory turn out to predict the use of work autonomy. More generally, they can be understood as internal and external fit factors and the agency problems associated with them. These contingency factors include task characteristics, organizational size, organizational governance, and external developments. Whereas work autonomy is often viewed as a matter of organizational design, much of the empirical work relied on individual level data. As a result, little is known about organizational factors related to the provision of autonomy of workers. For actors involved in organizational practices (e.g. managers and consultancy), the article offers a number of suggestions for managing autonomy. This article specifically focuses on the organizational level by examining data collected among companies

Developmental proactivity and professional ability as older workers’ employability resources:A longitudinal study explaining career events

This four-year longitudinal study examines how two facets of employability-professional ability and developmental proactivity-are linked to career events among workers ages 45 years and older. We construe employability as a personal resource that predicts a higher likelihood of experiencing positive career events and a lower likelihood of experiencing negative ones. Results reveal that developmental proactivity leads to a higher probability of internal promotion, while professional ability leads to a lower probability of salary loss, demotion, and unemployment. The findings indicate that these two facets of employability can offer critical insights for understanding the career events of older workers.</p