HRM and Sustainability at Work...HRM and Sustainability at Work Agenda 1. Who we are 2. Research...
Transcript of HRM and Sustainability at Work...HRM and Sustainability at Work Agenda 1. Who we are 2. Research...
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Annet de Lange
HRM and Sustainability at Work
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Agenda
1. Who we are
2. Research aims
3. Relevant project examples
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Who we are
Lectorate HRM:
Researchers
Dr. Annet de Lange, Marc Gersen,
Dr. Etty Wielenga, Godelieve Hofstee,
Bouwe Smeding, Dr Marie-Elise van
der Ziel, Saskia Ponten, Arnoud van de
Ven, Dr. Brigitte Claessens, bachelor
and master students and various HR
professionals
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Fina Financiering
ring
tekst
tekst
Knowledge
Networks
HAN
Education &
Research
Docent-
stages/gast-
docenten/int.
studenten
Students
Education
Teachers
Alumni-
netwerken
Alumni-
netwerken
Professorships,
Knowledge centers
Centres of Expertise,
Programming
Companies
Branches
Government
INTER
FACES
Applied
knowledge
in practice
Applied
knowledge
in education
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Scientific work
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Dutch and American knowledge center
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Research aim HRM Research
(research) attention on the question:
Which HR practices, regulations and policies are
needed to develop and sustain a good work ability of
workers and to realize a high organizational
performance?
The introduction and testing of integrated HR-
concepts, approaches, methods and instruments used
to ensure optimal functioning of organisations are the
central themes of research in this area.
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Research aims The research center Human Resource Management investigates relevant
questions as:
1. What are from a strategic point of view the underlying functions of
bundles of HR practices?
2. Which combination or type of HR practices can facilitate, restore or
enhance the (mis)fit between a worker and his or her environment?
3. What are the relations between HR practices, the perceived
psychological contract and sustainable work ability of workers?
4. Are there individual or group differences in perceptions and usage
of HR practices?
5. What is the role of supervisor communication in the perception and
usage of HR practices of their subordinate employees?
6. What are the chances and risks for sustainable work ability of the
introduction of E-HRM?
7. What are the benefits of using HR analytics to develop Human
Resource Management policies and decisions?
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Research framework Kooij, Jansen, Dikkers & De Lange (2010)
Age
H1 (+)
Figure 1 ‘Research framework’
Employee
experience of
HR practices
Work-related
attitudes
H3
K=83 studies
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Development Maintenance Utilization Accommodative
Regular training
Continuous
development on
the job
Career planning
Promotion
Ergonomic adjustment
Flexible benefits or
workschedules
Performance pay
Compressed working
week
Performance appraisal
Task enrichment
Lateral job
movement
Participation
Second career
Reduced
workload
Additional leave
Demotion
Exemption from
shiftwork
Part time work /
retirement
Sabbatical
Early retirement
Meaningful HR bundles in relation to
aging (Kooij et al., 2010; Kooij et al., under review)
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Strategic functions HR bundles
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Maintenance HR practices
Accomodative
HR practices
Development and Utilization HR
practices
Stabilizing P-E fit
(prevention)
Restoring P-E fit
(curation)
Realizing a new or improved P-E fit
(amplition)
P-E fit
HR
bundles
Function
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Sustainability at work?
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1 Fit between changing worker
and his or her changing work
4 Sustainable
work
5 Supportive or
transformational leadership
2 Development, maintenance, utilization, and
accommodative HRM practices and bundles
3 Sustainable development of workers' skills,
health and motivation to
work
Macro and
organizational
context
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Dutch information
handreikingdi.nl
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Ageing: Biological, Psychological, Social,
and Societal changes across the life-span
Chronological Age
Functional Age
Psychosocial Age
Organisational Age
Life-span Age
Calendar age Physical health Social
self perceptions: stereotypes
Job tenure Family status
operationalisations
Indicators
De lange et al., 2006
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Pitfalls and chances?
Growth Loss
Self
Interpersonal
Physical reserves,
fluid intelligence
Emotion regulation,
experience, crystallized
intelligence
Career related
chances, negative
stereotyping
Seniority, positive
stereotyping,
autonomy
Regulation of intrapersonal
and interpersonal processes
De Lange, Schalk, van
der Heijden, 2012
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Age and motivation to continue to work Kooij, De Lange, Jansen & Dikkers (2008; JMP)
Aging
Functional age Psychosocial age Organizational age Life-span age
Biological, psychological, social and societal changes across time
Chronological age
Motivation to continue to work
+/- - +/- - -
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Tool for Supervisor-Employee to facilitate dialogue? De Lange et al. (2014)
Organisational Age Life span age
The employee
Needs of employees Learning and performing Combining work and private live
Core question to oneself ‘What are my competencies?’ ‘How do I want to live?’
Self management (preventive) Learning and development Organising one’s private life
Possible problem Job plateauing; job too easy, too difficult or ill-suited
Work-life imbalance
Coping (curative)
Searching for new tasks or a new job Learning to combine work and pri-vate live
The HR practices
Needs of employers The right person in the right job (compe-tent)
Dedicated employees (committed)
Core question of managers ‘What do you want to learn?’ ‘How is life at home?’
Management (preventive) Challenging work, development oppor-tunities
Flexible work hours, leave regula-tions, childcare
Possible risk Under-performance (Mental) absenteeism
Approach to problems (curative) Outplacement; training and education Additional leave; Specific social support
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Employer branding Psychological contracts
Rousseau (1989): “The individual beliefs regarding the terms and conditions of a reciprocal exchange agreement between that focal person and another party.”
Perceived obligations
Obligation fulfillment
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Employer Branding: Contract Evaluations
Contract Breach:
“The cognition that the organization
has failed to fulfill one of the elements
within the psychological
contract”
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Meta-analysis: Bal, De Lange, Jansen & Van velde (2008; JVB)
– K=60 studies
– 62 samples
– Published and unpublished studies
Psychological contract breach -> outcomes
(affective commitment, job satisfaction, trust)
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Differences
Trust and organizational commitment
Vs
Job satisfaction
– Increased tendency to focus on relationship
with organization
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Example: 60plus cohort study
1. Background 60 plus cohort study
2. Theory on adjustment processes of bridge
workers
3. Method
4. Results
5. Discussion
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Background
Aim of 60 plus study:
to examine the processes that predict
successful adjustment to bridge
employment and continued work
participation in bridge employment
roles across 10 years (2011-2020)
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Definition Successful adjustment of bridge workers
(1) positive adaptation (i.e., a function of appropriately
managing the gains and losses associated with the
dynamics of the transition to a bridge employment role),
(2) maintenance of both physical and psychologically-based
aspects of work ability (e.g., successfully continuing to
manage job demands while maintaining high levels of actual
and perceived functional capacity; Ilmarinen & Tuomi, 2004),
(3) the perception and experience of continued success in
bridge employment roles.
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Rudolph, De Lange & Van der Heijden, 2014
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Sustained Work Performance Examples
Objective Indices: Production/Performance Data Waldman & Avolio (1986)
Active Work Participation (e.g., Development) Mauer (2001)
Participation in Bridgework Itself Zhan, Wang, Liu, & Shultz (2009) Subjective Indices Performance Ratings Murphy & Cleveland (1995)
Work Engagement Bakker, Sschaufeli, Leiter, & Taris (2008)
Work Ability Ilmarinen & Tuomi, 2004
Continuance Intentions Armstrong-Stassen & Ursel (2009)
Subjective Success Criteria Examples
Psychological Success Mirvis & Hall (1994)
Well-Being Kim & Moen (2002)
Life Satisfaction Shultz, Morton, & Weckerle (1998)
Perceived Success Baltes & Rudolph (2012)
Work ability and cognitive functioning
Rudolph, De Lange & Van der Heijden, 2014
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Background: theory of successful adjustment
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Rudolph, De Lange & Van der Heijden, 2014
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Development Maintenance
Regular training
Continuous development on the job
Career planning
Promotion
Flexible benefits or workschedules
Compressed working week
Performance appraisal
Meaningful bundles of HR practices
(Kooij et al., 2010)
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Self-regulation and Aging
Short-term focus
Maintenance
and prevention
of losses
Long-term focus,
maximization of
gains Promotion
Prevention
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Method
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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
First 3 waves
collected
798 669 541
10 years in total, 9 waves with 1-year length time-lags
This presentation: 2011 and 2012
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Included cohorts and panel group
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93,8% of panel
responded
from T2-T3
Baseline
response
rate 11.99%
Total population versus cohorts 2011, 2012, 2013 and panel group of workers.
Frequency (percentage)
Gender Total population
Cohort 2011 Cohort 2012 Cohort 2013 Panel 2011-2012
Panel 2012-2013
Male 4.887 (75) 430 (77,5) 323 (75,8) 219 (70,0) 180 (74,1) 169 (74,1) Female 1.651 (25) 125 (22,5) 103 (24,2) 94 (30,0) 63 (25,9) 59 (25,9) Total 6.538 (100) 555 (100) 426 (100) 313 (100) 243 (100) 228 (100)
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Age distribution
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2011 Cohort (n = 555) Panel 2011-2012 (n = 243)
Age Groups Frequency Percentage Frequency Percentage
60-65 45 8.10% 20 8.20% 66-70 331 59.70% 157 64.60% 71-75 157 28.30% 57 23.50% 76-80 19 3.40% 9 3.70% 81-85 2 0.40% 0 0.00% Total 555 100.00% 243 100.00%
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Included measures
Contextual factors:
T1 Leader member exchange: 7 items (Janssen & Van Yperen, 2004): My employer
believes I am competent (1 to a very small extent-7 to a very large extent; α=.95)
T1 Perceived HR bundles of practices (Kooij, 2010; 20 items) 4 flexibility practices
(α=.63) and 9 development practices (α=.93)
Intrapersonal resources:
T1 Self-regulation (Scale of Lockwood et al., 2002: 7 items prevention (α=.81) and 9
items promotion (α=.71))
Indicators of successful adjustment:
T2 Cognitive functioning: 25 items (e.g., Forgetting appointments; Broadbent DE, 1982,
α=.93)
T2 Work ability: 2 items measuring current work ability in relation to physical and
mental demands (Tuomi, K., Ilmarinen, J.,Jahkola, A., Katajarinne, L.,Tulkki, A., 1995;
α=.82)
Demographics: age and gender
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Perception of HR practices (Cohort 2011)
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Perception and use of HR practices among 65+’ers in 2011 Cohort.
Type of HR Practice Yes, and
I use it
Yes, but I
do not use
it
Not
available
I do not
know
Part-time work 64.50% 10.50% 12.60% 12.40% 4x9-hour work week 9.70% 26.80% 35.00% 28.50% Flexible start and end time of work day 39.30% 16.40% 28.80% 15.50% Working at home 18.00% 19.60% 44.10% 18.20% Additional leave options 14.40% 26.10% 34.40% 25.00% Long period of leave (e.g., sabbatical) 5.20% 26.30% 40.20% 28.30% Adjusted work circumstances (e.g., work adjustments) 6.10% 26.70% 39.10% 28.10% Functioning and development meeting with supervisor 19.30% 21.60% 32.30% 26.80% Permanent development within job 10.10% 22.50% 41.30% 26.10% Career supervision 5.90% 26.10% 42.70% 25.20% Regular training and education 15.70% 19.50% 40.90% 24.00% Options for promotion 6.10% 22.90% 45.60% 25.40% Demotion 1.60% 20.50% 47.90% 29.90% Horizontal job transfer 7.60% 20.90% 42.20% 29.40% Task enrichment 8.30% 20.70% 41.40% 29.50% Start of new career 4.50% 22.30% 42.90% 30.30% Possibilities for participating in organizational decision making
12.40% 20.50% 38.90% 28.10%
Note. Kooij (2010) Scale
Flexibility or maintenance
HR practices
Development HR
practices
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Results panel T1-T2 Cognitive functioning
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Cognitive
functioning
Quality Leader
member
exchange
Time 2 Time 1
R R Square
Sig. F Change
,44 ,20 ,001
β=.20
Prevention focus
β=-.38
Promotion focus β=.17
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Results panel T1-T2 Work ability
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Work ability
Quality Leader
member
exchange
Time 2 Time 1
R R Square
Sig. F Change
,40 ,17 ,006
β=.19
Prevention focus
β=-.27
Promotion focus β=.24
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Conclusion
Contextual as well as intrapersonal
resources are related to indicators of
successful adjustment of 60 plus
workers
No significant effects of HR practices
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Discussion
Selective group of 60 plus workers
HR practices may predict stability in
work functioning across time (not
analyzed in the current study)
More in-depth analysis of complete
panel design data needed
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Nonetheless
Results reveal the importance of
positive relations between leaders and
their older subordinates to facilitate
sustainable work functioning across
time.
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Thank you for your attention
www.annetdelange.nl
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Type of employment
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2011 Cohort (n = 555) Panel 2011-2012 (n = 243)
Type of Employment Frequency Percentage Frequency Percentage
37+ Hours (i.e., Full Time) 33 5.90% 17 7.00% 22 – 36 Hours 53 9.50% 24 9.90% 14 – 21 Hours 162 29.20% 70 28.80% 0 – 13 Hours 207 55.30% 132 54.30% Total 555 100.00% 243 100.00%
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Subjective health
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2011 Cohort (n=555) Panel (n=243)
How would you rate your healtha? Frequency Percentage Frequency Percentage
1 = Poor 1 0.2% 2 0.8%
2 = Reasonable 28 5.0% 12 4.9%
3 = Good 363 65.4% 155 63.8%
4 = Very Good 109 19.6% 53 21.8%
5 = Excellent 54 9.7% 21 8.6%
Total 555 100% 243 100%
Note. aSingle item measure.