For many people, the experience of daily work has changed a lot during the COVID-19 crisis. Suddenly, people found themselves sitting at home and interacting mainly online. The fun has been taken out of our jobs, partly because there’s much less direct contact with colleagues and clients. Understandably, many people also worry more and this has a clear impact on their work. What can organisations do to make sure their employees preserve their energy, enthusiasm and focus? The answer to that question can be found in stimulating positive and proactive work behaviour. In this article, the authors explain how the innovative approach of Playful Work Design helps employees stay energetic and enthusiastic, even if the work they are doing is temporarily less appealing.
{"title":"Een speels antwoord op de crisis","authors":"Klaas-Jan Reincke, A. Bakker","doi":"10.5117/thrm2021.3.rein","DOIUrl":"https://doi.org/10.5117/thrm2021.3.rein","url":null,"abstract":"\u0000 For many people, the experience of daily work has changed a lot during the COVID-19 crisis. Suddenly, people found themselves sitting at home and interacting mainly online. The fun has been taken out of our jobs, partly because there’s much less direct contact with colleagues and clients. Understandably, many people also worry more and this has a clear impact on their work. What can organisations do to make sure their employees preserve their energy, enthusiasm and focus? The answer to that question can be found in stimulating positive and proactive work behaviour. In this article, the authors explain how the innovative approach of Playful Work Design helps employees stay energetic and enthusiastic, even if the work they are doing is temporarily less appealing.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"25 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121102989","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper deals with the question of how we can improve performance management systems in higher education institutions. Performance management systems are defined as configurations of complementary human resource management (HRM) practices that enable organizations to set goals, give feedback and evaluate the efforts of their employees. Higher education institutions have adopted performance management systems to manage their staff more efficiently and effectively against the backdrop of challenges like democratization, marketization and public accountability. However, in higher education institutions, such systems often result in unintended effects on academic employees’ well-being and performances. Like burnout, reduced innovation and lower team performances. This particularly applies to non-professorial higher education staff. In response, scholars have started to inquire into the ‘success conditions’, particular conditions under which the unintended effects of performance management systems can be avoided or reversed. Drawing on four empirical studies, this paper examined how and when performance management systems yield positive outcomes for the well-being and performance of academic employees in higher education institutions. The findings show that performance management systems have positive synergies with both employees’ well-being and performances (mutual gains). In addition, leaders are observed to be key supporters of performance management systems. However, they should not be regarded as a panacea, as our findings also seem to suggest a more complex interplay. Such findings contrast with the dysfunctional effects of performance management systems as described in higher education literature. However, it is important to remain critical. The main message is that academic employees’ personal perceptions of performance management implementation are a force to be reckoned with in striving for healthy and performant academic employees. Therefore, the subsequent challenge moves to managing those perceptions and building academic leaders.
{"title":"Prestatiemanagement in het Hoger Onderwijs:","authors":"Robin Bauwens","doi":"10.5117/thrm2021.2.bauw","DOIUrl":"https://doi.org/10.5117/thrm2021.2.bauw","url":null,"abstract":"\u0000 This paper deals with the question of how we can improve performance management systems in higher education institutions. Performance management systems are defined as configurations of complementary human resource management (HRM) practices that enable organizations to set goals, give feedback and evaluate the efforts of their employees. Higher education institutions have adopted performance management systems to manage their staff more efficiently and effectively against the backdrop of challenges like democratization, marketization and public accountability. However, in higher education institutions, such systems often result in unintended effects on academic employees’ well-being and performances. Like burnout, reduced innovation and lower team performances. This particularly applies to non-professorial higher education staff. In response, scholars have started to inquire into the ‘success conditions’, particular conditions under which the unintended effects of performance management systems can be avoided or reversed. Drawing on four empirical studies, this paper examined how and when performance management systems yield positive outcomes for the well-being and performance of academic employees in higher education institutions. The findings show that performance management systems have positive synergies with both employees’ well-being and performances (mutual gains). In addition, leaders are observed to be key supporters of performance management systems. However, they should not be regarded as a panacea, as our findings also seem to suggest a more complex interplay. Such findings contrast with the dysfunctional effects of performance management systems as described in higher education literature. However, it is important to remain critical. The main message is that academic employees’ personal perceptions of performance management implementation are a force to be reckoned with in striving for healthy and performant academic employees. Therefore, the subsequent challenge moves to managing those perceptions and building academic leaders.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"28 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124784823","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
M. Vos, V. Roelse, L. Koopmans, W. V. D. Torre, M. Xavier, A. V. D. Horst, I. V. Nispen, J. Sanders
The current labor market requires that people take responsibility for their own professional development. At the same time, this requires a stimulating work environment that supports self directed employability. This article, which is an adaptation of the recently published knowledge document ‘Eigen Regie op Loopbaan en Ontwikkeling’ of the Sociaal Economische Raad (SER), focuses on how self-directed employability can be stimulated. In this article we discuss the building blocks of self-directed employability that provide insight into how employees can influence their own professional development. Based on these building blocks, we describe concrete actions to stimulate self-directed employability within organizations and which roles HR professionals should take in facilitating this behavior. First, this concerns offering direction, i.e. emphasize of how labor market development relates to changes in the organization, how specific tasks and roles will change, in what time frame this will occur, and the direct consequences for employees. Second, it concerns a safe environment in which employees and managers trust each other and in which learning and development are attractive (support). Finally, it is about organizing the work in such a way that people can actually make their own choices and there is room for learning from and during work.
当前的劳动力市场要求人们对自己的职业发展负责。与此同时，这需要一个刺激的工作环境，支持自我导向的就业能力。本文改编自最近出版的社会经济学研究所(SER)的知识文件“Eigen Regie op Loopbaan en Ontwikkeling”，重点关注如何刺激自主就业能力。在这篇文章中，我们讨论了自我导向就业能力的组成部分，为员工如何影响自己的职业发展提供了见解。基于这些构建模块，我们描述了在组织中激发自我导向就业能力的具体行动，以及人力资源专业人员在促进这种行为方面应该扮演的角色。首先，这涉及到提供方向，即强调劳动力市场的发展如何与组织的变化相关，具体任务和角色将如何变化，在什么时间框架内发生，以及对员工的直接后果。其次，它涉及一个安全的环境，员工和管理者相互信任，学习和发展是有吸引力的(支持)。最后，它是关于以这样一种方式组织工作，即人们实际上可以做出自己的选择，并且在工作中有学习的空间。
{"title":"Stimuleren van eigen regie op loopbaan en ontwikkeling","authors":"M. Vos, V. Roelse, L. Koopmans, W. V. D. Torre, M. Xavier, A. V. D. Horst, I. V. Nispen, J. Sanders","doi":"10.5117/THRM2021.2.VOS","DOIUrl":"https://doi.org/10.5117/THRM2021.2.VOS","url":null,"abstract":"\u0000 The current labor market requires that people take responsibility for their own professional development. At the same time, this requires a stimulating work environment that supports self directed employability. This article, which is an adaptation of the recently published knowledge document ‘Eigen Regie op Loopbaan en Ontwikkeling’ of the Sociaal Economische Raad (SER), focuses on how self-directed employability can be stimulated. In this article we discuss the building blocks of self-directed employability that provide insight into how employees can influence their own professional development. Based on these building blocks, we describe concrete actions to stimulate self-directed employability within organizations and which roles HR professionals should take in facilitating this behavior. First, this concerns offering direction, i.e. emphasize of how labor market development relates to changes in the organization, how specific tasks and roles will change, in what time frame this will occur, and the direct consequences for employees. Second, it concerns a safe environment in which employees and managers trust each other and in which learning and development are attractive (support). Finally, it is about organizing the work in such a way that people can actually make their own choices and there is room for learning from and during work.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129084947","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Milan Wolffgramm, S. Corporaal, Maarten van Riemsdijk
Dutch industrial manufacturers are confronted with a new and promising industrial robot: the collaborative robot (cobot). These small robotic arms are revolutionary as they allow direct and safe interaction with production workers for the very first time. The direct interaction between production worker and cobot has the potential to not only increase efficiency, but also enhance flexibility as it can align the strengths of (wo)man and machine more thoroughly. Currently, Dutch manufacturers are experimenting with cobots. To obtain a first understanding about the use of cobots in Dutch industrial practice and to see what the consequences are for production workers and production work, we conducted an exploratory interview study (N=61). We learnt that most cobots under study are used for the production of one or a few large product batches (mass production) and work highly autonomous. The interaction between cobot and production worker is limited and reduced to production workers preventing the cobot from falling into a standstill. The results tend to be in line with traditional industrial automation practices: an overemphasis on leveraging the technology’s potential and limited attention for the production workers’ work design and decision latitude. HR professionals were not involved and, therefore, miss out on a crucial opportunity to be of an added value.
{"title":"De robotarm als collega","authors":"Milan Wolffgramm, S. Corporaal, Maarten van Riemsdijk","doi":"10.5117/thrm2021.2.wolf","DOIUrl":"https://doi.org/10.5117/thrm2021.2.wolf","url":null,"abstract":"\u0000 Dutch industrial manufacturers are confronted with a new and promising industrial robot: the collaborative robot (cobot). These small robotic arms are revolutionary as they allow direct and safe interaction with production workers for the very first time. The direct interaction between production worker and cobot has the potential to not only increase efficiency, but also enhance flexibility as it can align the strengths of (wo)man and machine more thoroughly. Currently, Dutch manufacturers are experimenting with cobots. To obtain a first understanding about the use of cobots in Dutch industrial practice and to see what the consequences are for production workers and production work, we conducted an exploratory interview study (N=61). We learnt that most cobots under study are used for the production of one or a few large product batches (mass production) and work highly autonomous. The interaction between cobot and production worker is limited and reduced to production workers preventing the cobot from falling into a standstill. The results tend to be in line with traditional industrial automation practices: an overemphasis on leveraging the technology’s potential and limited attention for the production workers’ work design and decision latitude. HR professionals were not involved and, therefore, miss out on a crucial opportunity to be of an added value.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129553472","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Wouter Vleugels, Giverny De Boeck, S. Sjollema, L. Dorenbosch
As 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.
{"title":"Prestatiemanagement 2.0?","authors":"Wouter Vleugels, Giverny De Boeck, S. Sjollema, L. Dorenbosch","doi":"10.5117/thrm2021.2.vleu","DOIUrl":"https://doi.org/10.5117/thrm2021.2.vleu","url":null,"abstract":"\u0000 As 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.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121844870","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Due to demographic trends organizations are challenged to extend the working lives of their employees. Therefore, research in to the extension of working lives is increasing. However, there are few empirical studies that study the role of major life events in this process. The goal of this article is to examine through which process major life events can influence the ability, motivation, and opportunity to continue working. To meet this goal 33 employees were interviewed. This article shows that major life events can have a major impact on the ability, motivation, and opportunity to continue working. Major life events can cause changes in the resources and demands that an individual faces. When these fluctuations lead to changes in person-job fit the ability, motivation, and opportunity to continue working are influenced. Employees who experience major life events in their private lives find it important to have access to accommodative practices, whereas employees who experience major life events at work find it important to have access to developmental and utilization practices. It is always important that employees who experience major life events receive sufficient job resources such as the support of colleagues and the supervisor, regardless of the type of life event that they experience.
{"title":"De rol van grote levensgebeurtenissen bij langer doorwerken","authors":"K. Pak","doi":"10.5117/thrm2021.2.pak","DOIUrl":"https://doi.org/10.5117/thrm2021.2.pak","url":null,"abstract":"\u0000 Due to demographic trends organizations are challenged to extend the working lives of their employees. Therefore, research in to the extension of working lives is increasing. However, there are few empirical studies that study the role of major life events in this process. The goal of this article is to examine through which process major life events can influence the ability, motivation, and opportunity to continue working. To meet this goal 33 employees were interviewed. This article shows that major life events can have a major impact on the ability, motivation, and opportunity to continue working. Major life events can cause changes in the resources and demands that an individual faces. When these fluctuations lead to changes in person-job fit the ability, motivation, and opportunity to continue working are influenced. Employees who experience major life events in their private lives find it important to have access to accommodative practices, whereas employees who experience major life events at work find it important to have access to developmental and utilization practices. It is always important that employees who experience major life events receive sufficient job resources such as the support of colleagues and the supervisor, regardless of the type of life event that they experience.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"18 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130066540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In dit artikel geven we een overzicht van wat er bereikt is op gebied van HRM en Performance onderzoek. Dit doen we aan de hand van de volgende vragen: • Wat is er nu op dit terrein bereikt sinds de jaren tachtig? • Welke benaderingswijzen kunnen we onderscheiden? • De schaduwzijde van HRM en Performance • Wat zijn de belangrijkste modellen en auteurs in dit verband? • Hoe kunnen we daar in de praktijk ons voordeel mee doen? • Wat is de ontwikkeling van het vakgebied in de (nabije) toekomst? Voor de beantwoording ervan, starten we bij de klassieke benaderingen van HRM in de jaren tachtig, te weten de Harvard en Michigan benadering. In de jaren negentig zien we de opkomst van het empirisch onderzoek, eerst in de USA en daarna in het Verenigd Koninkrijk en vervolgens neemt het empirisch onderzoek in alsmaar geavanceerder vormen een hoge vlucht over de gehele wereld. De voornaamste bevindingen presenteren we in de vorm van de uitkomsten van review studies en meta-analyses. Op basis van een co-citatie analyse kunnen we ook de voornaamste onderzoekers in beeld brengen, inclusief hun netwerken. Met aanbevelingen voor de praktijk en het schetsen van een wenkend perspectief voor toekomstig HRM onderzoek sluiten we af.In this paper, we give an overview of what has been achieved in the domain of HRM and Performance research. Starting from the classic frameworks of Harvard and Michigan, we describe the development towards more empirical research, first in the USA, later in the UK and subsequently a spread across the globe of increasingly more sophisticated research in this area. Based on numerous papers, we are able to present the findings by means of review studies and meta-analyses. The paper also deals with some of the pitfalls in empirical research. Based on a co-citation analysis we are able to present an overview of the main authors in this knowledge domain. With some recommendations for practitioners as well as the future perspectives for HRM research we finalize this paper.
{"title":"HRM en performance: Wat is er bereikt?","authors":"J. Paauwe","doi":"10.5117/thrm2020.2.paau","DOIUrl":"https://doi.org/10.5117/thrm2020.2.paau","url":null,"abstract":"In dit artikel geven we een overzicht van wat er bereikt is op gebied van HRM en Performance onderzoek. Dit doen we aan de hand van de volgende vragen: • Wat is er nu op dit terrein bereikt sinds de jaren tachtig? • Welke benaderingswijzen kunnen we onderscheiden?\u0000 • De schaduwzijde van HRM en Performance • Wat zijn de belangrijkste modellen en auteurs in dit verband? • Hoe kunnen we daar in de praktijk ons voordeel mee doen? • Wat is de ontwikkeling van het vakgebied in de (nabije) toekomst?\u0000 Voor de beantwoording ervan, starten we bij de klassieke benaderingen van HRM in de jaren tachtig, te weten de Harvard en Michigan benadering. In de jaren negentig zien we de opkomst van het empirisch onderzoek, eerst in de USA en daarna in het Verenigd Koninkrijk en vervolgens neemt het empirisch\u0000 onderzoek in alsmaar geavanceerder vormen een hoge vlucht over de gehele wereld. De voornaamste bevindingen presenteren we in de vorm van de uitkomsten van review studies en meta-analyses. Op basis van een co-citatie analyse kunnen we ook de voornaamste onderzoekers in beeld brengen, inclusief\u0000 hun netwerken. Met aanbevelingen voor de praktijk en het schetsen van een wenkend perspectief voor toekomstig HRM onderzoek sluiten we af.In this paper, we give an overview of what has been achieved in the domain of HRM and Performance research. Starting from the classic frameworks of Harvard and Michigan, we describe the development towards more empirical research, first in the USA, later in the UK and subsequently a spread across the globe of increasingly more sophisticated research in this area. Based on numerous papers, we are able to present the findings by means of review studies and meta-analyses. The paper also deals with some of the pitfalls in empirical research. Based on a co-citation analysis we are able to present an overview of the main authors in this knowledge domain. With some recommendations for practitioners as well as the future perspectives for HRM research we finalize this paper.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"85 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131633398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
De toenemende diversiteit op de werkvloer vraagt om gedegen management van deze verschillen door organisaties. Een groot aantal organisaties is al actief bezig met het vergroten van diversiteit en inclusie van medewerkers (zie bv. diversiteitinbedrijf. nl), maar er is meer nodig dan het vergroten van diversiteit en mensen zich als individu thuis laten voelen. Medewerkers werken namelijk vaak in teamverband, waarin diversiteit zowel positieve als negatieve effecten kan hebben. Gelukkig is veel wetenschappelijk onderzoek naar teamdiversiteit gedaan dat inzicht kan verschaffen in hoe diversiteit aangestuurd kan worden. In dit artikel geef ik een overzicht van de huidige stand van zaken in het wetenschappelijk onderzoek naar diversiteit in teams. Uit dit overzicht blijkt onder andere dat de effectiviteit van management van diversiteit grotendeels afhankelijk is van de mate waarin teamleden een positieve overtuiging over en goede omgangsvaardigheden met diversiteit hebben. Het artikel eindigt met enkele aanbevelingen voor managers en HR medewerkers en adviseurs die te maken hebben met diversiteit in hun teams en hun organisatie.
{"title":"De complexiteit van het managen van diversiteit in teams","authors":"A. Homan","doi":"10.5117/thrm2019.4.homa","DOIUrl":"https://doi.org/10.5117/thrm2019.4.homa","url":null,"abstract":"De toenemende diversiteit op de werkvloer vraagt om gedegen management van deze verschillen door organisaties. Een groot aantal organisaties is al actief bezig met het vergroten van diversiteit en inclusie van medewerkers (zie bv. diversiteitinbedrijf. nl), maar er is meer nodig dan\u0000 het vergroten van diversiteit en mensen zich als individu thuis laten voelen. Medewerkers werken namelijk vaak in teamverband, waarin diversiteit zowel positieve als negatieve effecten kan hebben. Gelukkig is veel wetenschappelijk onderzoek naar teamdiversiteit gedaan dat inzicht kan verschaffen\u0000 in hoe diversiteit aangestuurd kan worden. In dit artikel geef ik een overzicht van de huidige stand van zaken in het wetenschappelijk onderzoek naar diversiteit in teams. Uit dit overzicht blijkt onder andere dat de effectiviteit van management van diversiteit grotendeels afhankelijk is van\u0000 de mate waarin teamleden een positieve overtuiging over en goede omgangsvaardigheden met diversiteit hebben. Het artikel eindigt met enkele aanbevelingen voor managers en HR medewerkers en adviseurs die te maken hebben met diversiteit in hun teams en hun organisatie.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"81 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123091553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Steeds meer Nederlandse werkgevers onderkennen de noodzaak om werkdruk actief aan te pakken. Dit is niet verbazingwekkend, want werkdruk en andere genoemde oorzaken van werkstress zijn kostbaar. In dit artikel wordt onderkend dat werkdrukbeheersing een taak ofwel verantwoordelijkheid is van organisaties en medewerkers. Ook de Nederlandse academische sector heeft een groot werkdruk-probleem en daarom moeten alle Nederlandse universiteiten aan de slag om de werkdruk beheersbaar te maken. Concreet stellen we de vraag wat nodig is voor het versterken van (zelf )leiderschap ten bate van werkdrukbeheersing aan Nederlandse universiteiten. Om deze onderzoeksvraag te kunnen beantwoorden maken we gebruik van de Ability-Motivation-Opportunity (AMO)-theorie en passen deze voor de eerste keer toe in de context van werkdrukbeheersing bij Nederlandse universiteiten. Leidinggevenden en medewerkers kunnen en moeten gezamenlijk aan werkdrukbeheersing werken. De verantwoordelijkheid voor werkdrukmanagement ligt echter niet alleen maar bij (toekomstige) leidinggevenden en medewerkers. Ook HR en de organisatietop zijn aan zet. Voor deze actoren worden specifieke aanbevelingen ontwikkeld die antwoord geven op de vraag welke AMO medewerkers en leidinggevenden nodig hebben ten bate van werkdrukbeheersing.
{"title":"(Zelf)leiderschap en werkdruk aan Nederlandse universiteiten","authors":"Nicole Torka, A. Bos-Nehles","doi":"10.5117/thrm2019.4.tork","DOIUrl":"https://doi.org/10.5117/thrm2019.4.tork","url":null,"abstract":"Steeds meer Nederlandse werkgevers onderkennen de noodzaak om werkdruk actief aan te pakken. Dit is niet verbazingwekkend, want werkdruk en andere genoemde oorzaken van werkstress zijn kostbaar. In dit artikel wordt onderkend dat werkdrukbeheersing een taak ofwel verantwoordelijkheid\u0000 is van organisaties en medewerkers. Ook de Nederlandse academische sector heeft een groot werkdruk-probleem en daarom moeten alle Nederlandse universiteiten aan de slag om de werkdruk beheersbaar te maken. Concreet stellen we de vraag wat nodig is voor het versterken van (zelf )leiderschap\u0000 ten bate van werkdrukbeheersing aan Nederlandse universiteiten. Om deze onderzoeksvraag te kunnen beantwoorden maken we gebruik van de Ability-Motivation-Opportunity (AMO)-theorie en passen deze voor de eerste keer toe in de context van werkdrukbeheersing bij Nederlandse universiteiten.\u0000 Leidinggevenden en medewerkers kunnen en moeten gezamenlijk aan werkdrukbeheersing werken. De verantwoordelijkheid voor werkdrukmanagement ligt echter niet alleen maar bij (toekomstige) leidinggevenden en medewerkers. Ook HR en de organisatietop zijn aan zet. Voor deze actoren worden specifieke\u0000 aanbevelingen ontwikkeld die antwoord geven op de vraag welke AMO medewerkers en leidinggevenden nodig hebben ten bate van werkdrukbeheersing.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2020-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"117042822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Statushouders vormen een kwetsbare groep op de arbeidsmarkt. De bereidheid van werkgevers is cruciaal voor de arbeidsmarktparticipatie van statushouders. Dit onderzoek gaat na waarom sommige werkgevers een statushouder in dienst nemen en anderen niet. De combinatie van interviews en een vignettenstudie laat zien dat naast kenmerken van statushouders ook organisatiekenmerken en de institutionele context een rol spelen. Wanneer de statushouder de taal spreekt en een relevante opleiding heeft gevolgd in het herkomstland, zijn werkgevers in dit onderzoek eerder geneigd de statushouder in dienst te nemen. Motivatie en gezondheid vormen hierbij noodzakelijke voorwaarden. Daarnaast zijn organisatiekenmerken van belang: kleine organisaties, organisaties met moeilijk vervulbare vacatures en organisaties met aandacht voor diversiteit lijken eerder geneigd een statushouder in dienst te nemen. De bevindingen laten tevens zien dat capaciteit op de werkvloer om de statushouder te begeleiden van belang is alsmede intern draagvlak voor deze beslissing. Tot slot speelt de institutionele context een rol. Wanneer werkgevers andere werkgevers kennen met een statushouder in dienst, lijken zij eerder geneigd om zelf een statushouder in dienst te nemen. Sociaal beleid vanuit de gemeente heeft een stimulerende werking bij het aannemen van een statushouder.
{"title":"Statushouder in dienst? Afwegingen van werkgevers","authors":"J. V. D. Meer, L. D. Dulk","doi":"10.5117/thrm2019.3.meer","DOIUrl":"https://doi.org/10.5117/thrm2019.3.meer","url":null,"abstract":"Statushouders vormen een kwetsbare groep op de arbeidsmarkt. De bereidheid van werkgevers is cruciaal voor de arbeidsmarktparticipatie van statushouders. Dit onderzoek gaat na waarom sommige werkgevers een statushouder in dienst nemen en anderen niet. De combinatie van interviews en\u0000 een vignettenstudie laat zien dat naast kenmerken van statushouders ook organisatiekenmerken en de institutionele context een rol spelen. Wanneer de statushouder de taal spreekt en een relevante opleiding heeft gevolgd in het herkomstland, zijn werkgevers in dit onderzoek eerder geneigd de\u0000 statushouder in dienst te nemen. Motivatie en gezondheid vormen hierbij noodzakelijke voorwaarden. Daarnaast zijn organisatiekenmerken van belang: kleine organisaties, organisaties met moeilijk vervulbare vacatures en organisaties met aandacht voor diversiteit lijken eerder geneigd een statushouder\u0000 in dienst te nemen. De bevindingen laten tevens zien dat capaciteit op de werkvloer om de statushouder te begeleiden van belang is alsmede intern draagvlak voor deze beslissing. Tot slot speelt de institutionele context een rol. Wanneer werkgevers andere werkgevers kennen met een statushouder\u0000 in dienst, lijken zij eerder geneigd om zelf een statushouder in dienst te nemen. Sociaal beleid vanuit de gemeente heeft een stimulerende werking bij het aannemen van een statushouder.","PeriodicalId":389463,"journal":{"name":"Tijdschrift voor HRM","volume":"207 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2019-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124657621","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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