Pub Date : 2023-09-25DOI: 10.1177/23970022231197515
Tomislav Hernaus, Matej Černe, Marjolein C. J. Caniëls
A degree of task completeness—a consequence of the division of labor and job specialization—might play an important role in employees’ motivation to be creative/innovative. While there is no consensus on whether having well-rounded or task-specialized work is optimal for employees’ innovative work behavior (IWB), we entertain the possibility that the preferred amount of this job attribute may condition individual reactions to a particular task structure. Moving beyond a traditional fit/misfit perspective of perceiving individuals as passive respondents, we expect that task-identity discrepancy (actual vs desired) triggers an employee to respond proactively by exhibiting job crafting, resulting in more frequent IWB. We test our hypotheses with mediated polynomial regression analyses based on a multi-source time-lagged field study of 184 professionals in a European bank and an experimental study with 81 students at an EU-based university. The results indicate that task-identity incongruence indirectly drives IWBs more than congruence. Specifically, both task-identity overfit (actual > desired) and task-identity underfit (desired > actual) are positively predicting IWB through job crafting as a coping mechanism for employees to adjust their work and unleash the innovative power from the experienced incongruence.
{"title":"The innovative power of actual–desired misfit in task identity: The mediating role of job crafting","authors":"Tomislav Hernaus, Matej Černe, Marjolein C. J. Caniëls","doi":"10.1177/23970022231197515","DOIUrl":"https://doi.org/10.1177/23970022231197515","url":null,"abstract":"A degree of task completeness—a consequence of the division of labor and job specialization—might play an important role in employees’ motivation to be creative/innovative. While there is no consensus on whether having well-rounded or task-specialized work is optimal for employees’ innovative work behavior (IWB), we entertain the possibility that the preferred amount of this job attribute may condition individual reactions to a particular task structure. Moving beyond a traditional fit/misfit perspective of perceiving individuals as passive respondents, we expect that task-identity discrepancy (actual vs desired) triggers an employee to respond proactively by exhibiting job crafting, resulting in more frequent IWB. We test our hypotheses with mediated polynomial regression analyses based on a multi-source time-lagged field study of 184 professionals in a European bank and an experimental study with 81 students at an EU-based university. The results indicate that task-identity incongruence indirectly drives IWBs more than congruence. Specifically, both task-identity overfit (actual > desired) and task-identity underfit (desired > actual) are positively predicting IWB through job crafting as a coping mechanism for employees to adjust their work and unleash the innovative power from the experienced incongruence.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135815583","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-09-12DOI: 10.1177/23970022231196425
Helen Hallpike, Gaëlle Vallée-Tourangeau, Beatrice Van der Heijden
This interdisciplinary research explored how executives make decisions which shape their career trajectories and sustain their careers. We selected executives so that our sample would consist of decision-makers with sufficient capital resources to support a range of career choices. In our analysis we applied a recent framework of distributed interactive decision-making, which proposes that decisions are shared interactions between personal and contextual agents. We conducted 40 semi-structured interviews with executives who are MBA Alumni of a leading global business school to investigate how they made their career decisions. We conducted thematic analysis using NVivo qualitative analysis software to identify the decision-makers in each decision and their levels of agentic participation. Our results reveal that: (1) (a) executive career decision-making is distributed between the person and a range of active stakeholders in their career context, and (b) stakeholders along with influences together form a decision-making unit (DMU), whose composition changes according to the circumstances; (2) each member of the DMU may participate at a different level in each career decision, along an interactive continuum which ranges from proactive decision-making, driven by the individual, to reactive decision-making, driven by other decision-makers in the career context. These findings have implications for individuals, career counselors and human resource managers: we identify the DMU of various participants in career decisions and their level of active contribution to the decision outcomes, in order to develop sustainable career management strategies and processes. This is original interdisciplinary research, combining and applying recent theories of distributed decision-making for the first time in empirical research into sustainable careers.
{"title":"Distributed interactive decision-making for sustainable careers: How do executives interact with their career context when making decisions to sustain their careers?","authors":"Helen Hallpike, Gaëlle Vallée-Tourangeau, Beatrice Van der Heijden","doi":"10.1177/23970022231196425","DOIUrl":"https://doi.org/10.1177/23970022231196425","url":null,"abstract":"This interdisciplinary research explored how executives make decisions which shape their career trajectories and sustain their careers. We selected executives so that our sample would consist of decision-makers with sufficient capital resources to support a range of career choices. In our analysis we applied a recent framework of distributed interactive decision-making, which proposes that decisions are shared interactions between personal and contextual agents. We conducted 40 semi-structured interviews with executives who are MBA Alumni of a leading global business school to investigate how they made their career decisions. We conducted thematic analysis using NVivo qualitative analysis software to identify the decision-makers in each decision and their levels of agentic participation. Our results reveal that: (1) (a) executive career decision-making is distributed between the person and a range of active stakeholders in their career context, and (b) stakeholders along with influences together form a decision-making unit (DMU), whose composition changes according to the circumstances; (2) each member of the DMU may participate at a different level in each career decision, along an interactive continuum which ranges from proactive decision-making, driven by the individual, to reactive decision-making, driven by other decision-makers in the career context. These findings have implications for individuals, career counselors and human resource managers: we identify the DMU of various participants in career decisions and their level of active contribution to the decision outcomes, in order to develop sustainable career management strategies and processes. This is original interdisciplinary research, combining and applying recent theories of distributed decision-making for the first time in empirical research into sustainable careers.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-09-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135878753","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-11-19DOI: 10.1177/23970022221138056
Alessia Sammarra, Silvia Profili, R. Peccei
Building upon and extending prior research, this study examines the interplay between chronological age, relational age, and perceived age-related treatment in predicting work engagement. While previous studies have often examined these three facets of age in isolation from one another, this article develops an integrative framework that combines life span theories with relational demography and age-related treatment studies. Findings from a sample of 434 school teachers from 16 schools in Italy supported the hypothesis that the three-way interaction between relational age, chronological age and age-related treatment generates asymmetrical effects on work engagement. Specifically, at high levels of perceived positive age-related treatment, relational age was positively associated with older workers’ engagement, while greater relational age was associated with reduced work engagement when older workers perceived that they were treated unfairly based on their age. In contrast, among younger workers, work engagement was positively related to perceived positive age-related treatment whatever the level of relational age.
{"title":"The multifaceted influence of age on employee work engagement: Examining the interactive effects of chronological age, relational age, and perceived age-related treatment","authors":"Alessia Sammarra, Silvia Profili, R. Peccei","doi":"10.1177/23970022221138056","DOIUrl":"https://doi.org/10.1177/23970022221138056","url":null,"abstract":"Building upon and extending prior research, this study examines the interplay between chronological age, relational age, and perceived age-related treatment in predicting work engagement. While previous studies have often examined these three facets of age in isolation from one another, this article develops an integrative framework that combines life span theories with relational demography and age-related treatment studies. Findings from a sample of 434 school teachers from 16 schools in Italy supported the hypothesis that the three-way interaction between relational age, chronological age and age-related treatment generates asymmetrical effects on work engagement. Specifically, at high levels of perceived positive age-related treatment, relational age was positively associated with older workers’ engagement, while greater relational age was associated with reduced work engagement when older workers perceived that they were treated unfairly based on their age. In contrast, among younger workers, work engagement was positively related to perceived positive age-related treatment whatever the level of relational age.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2022-11-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44665610","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-10-29DOI: 10.1177/23970022221130754
S. Pischel, J. Felfe, Annika Krick
Due to growing demands, there is an increase in depression and burnout causing sickness absence and early retirement. Detecting depression and burnout at an early stage is a crucial task for leaders to allow for early support and prevent more severe illnesses. Within the health-oriented leadership concept, awareness is the ability to recognize followers’ warning signals as a potential health risk. Although it is widely accepted that awareness is a precondition to taking appropriate action, it is yet unclear to what extent leaders recognize the warning signals of followers and which factors facilitate or impede awareness. In an experimental study (N = 54) and a survey study (N = 215) we examined antecedents of awareness in followers and leaders: (a) clarity of displayed warning signals in followers, (b) leaders’ stressors, (c) leaders’ autonomy. Even under favorable conditions, only about half of the leaders recognized warning signals as a health risk. Leaders showed lower awareness during times of high stress and low autonomy and when followers displayed less clear warning signals. Autonomy moderated the effect of stress (workload) on awareness, but there was no buffering effect as expected. The findings deepen the theoretical understanding of awareness and suggest that leaders need to know how their awareness may be impeded. We provide practical recommendations for human resource management on how leaders’ awareness can be fostered.
{"title":"Health-oriented leadership: Antecedents of leaders’ awareness regarding warning signals of emerging depression and burnout","authors":"S. Pischel, J. Felfe, Annika Krick","doi":"10.1177/23970022221130754","DOIUrl":"https://doi.org/10.1177/23970022221130754","url":null,"abstract":"Due to growing demands, there is an increase in depression and burnout causing sickness absence and early retirement. Detecting depression and burnout at an early stage is a crucial task for leaders to allow for early support and prevent more severe illnesses. Within the health-oriented leadership concept, awareness is the ability to recognize followers’ warning signals as a potential health risk. Although it is widely accepted that awareness is a precondition to taking appropriate action, it is yet unclear to what extent leaders recognize the warning signals of followers and which factors facilitate or impede awareness. In an experimental study (N = 54) and a survey study (N = 215) we examined antecedents of awareness in followers and leaders: (a) clarity of displayed warning signals in followers, (b) leaders’ stressors, (c) leaders’ autonomy. Even under favorable conditions, only about half of the leaders recognized warning signals as a health risk. Leaders showed lower awareness during times of high stress and low autonomy and when followers displayed less clear warning signals. Autonomy moderated the effect of stress (workload) on awareness, but there was no buffering effect as expected. The findings deepen the theoretical understanding of awareness and suggest that leaders need to know how their awareness may be impeded. We provide practical recommendations for human resource management on how leaders’ awareness can be fostered.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2022-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46381039","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2022-02-01DOI: 10.1177/2397002221995807
Peggy De Prins
The purpose of this article is to explore the concept of intended versus real partnerships between unions and management in relation to social dialogue on sustainable HRM within a historically grown institutional context of dominant conflict thinking in Belgium. In-depth qualitative data was retrieved from unions and managers within leading companies in the Belgian chemistry and the life sciences sector. The central goal was to examine how sustainable HR issues can strengthen the partnership relationship between unions and management and what kind of paradoxical tensions they face in this regard. The data supports the idea of a hybrid, (neo)pluralistic approach, within which any polarizing ‘we are against them’ mindset cannot be fully ruled out and may even be fruitful in achieving win-win solutions.
{"title":"‘Beyond the clash?’: Union–management partnership through social dialogue on sustainable HRM. Lessons from Belgium","authors":"Peggy De Prins","doi":"10.1177/2397002221995807","DOIUrl":"https://doi.org/10.1177/2397002221995807","url":null,"abstract":"The purpose of this article is to explore the concept of intended versus real partnerships between unions and management in relation to social dialogue on sustainable HRM within a historically grown institutional context of dominant conflict thinking in Belgium. In-depth qualitative data was retrieved from unions and managers within leading companies in the Belgian chemistry and the life sciences sector. The central goal was to examine how sustainable HR issues can strengthen the partnership relationship between unions and management and what kind of paradoxical tensions they face in this regard. The data supports the idea of a hybrid, (neo)pluralistic approach, within which any polarizing ‘we are against them’ mindset cannot be fully ruled out and may even be fruitful in achieving win-win solutions.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2022-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2397002221995807","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65967465","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-08-01DOI: 10.1177/23970022221137657
R. Crichton, P. Shrivastava, Thomas J. Walker, Faraz Farhidi, Vindhya Weeratunga, D. Renwick
The effects of climate change are being felt around the world, and the calls to mitigate are growing louder. In hopes of responding to this call, we examine strategic compensation practices as innovative solutions for tackling climate change. We employ a fixed panel analysis and examine organizational data from an array of global fossil fuel organizations—arguably the principal climate change contributors. Our findings suggest that executive stock-option compensation oriented around a 3-year or more vesting period will enhance organizational green behaviors. The contributions of this study add to the green human resource management literature in offering new perspectives on how compensation practices can enhance green behaviors and clarify key misconceptions related to linking sustainability targets to firm-level compensation schemes.
{"title":"Improving executive compensation in the fossil fuel sector to influence green behaviors","authors":"R. Crichton, P. Shrivastava, Thomas J. Walker, Faraz Farhidi, Vindhya Weeratunga, D. Renwick","doi":"10.1177/23970022221137657","DOIUrl":"https://doi.org/10.1177/23970022221137657","url":null,"abstract":"The effects of climate change are being felt around the world, and the calls to mitigate are growing louder. In hopes of responding to this call, we examine strategic compensation practices as innovative solutions for tackling climate change. We employ a fixed panel analysis and examine organizational data from an array of global fossil fuel organizations—arguably the principal climate change contributors. Our findings suggest that executive stock-option compensation oriented around a 3-year or more vesting period will enhance organizational green behaviors. The contributions of this study add to the green human resource management literature in offering new perspectives on how compensation practices can enhance green behaviors and clarify key misconceptions related to linking sustainability targets to firm-level compensation schemes.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2020-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41925629","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2018-09-18DOI: 10.1177/2397002218793840
Armin Pircher Verdorfer
A growing body of research shows that servant leadership is related to important organizational outcomes. Yet far less attention has been given to the mechanisms of servant leadership. This is particularly true for those dimensions of servant leadership that are inherently paradoxical and run counter to the common notion of leaders as strong influencers. In an effort to contribute to servant leadership research, this study investigated the relation between perceived genuine servant leadership behaviours (i.e. standing back, humility, authenticity) and respect for the leader, reflecting followers’ acceptance of their leader’s influence. Survey data were collected from 438 employees from various organizations in Germany and Lithuania and analysed via multi-group structural equation modelling. Results showed that the positive relation between perceived genuine servant leadership and respect for the leader was sequentially mediated by followers’ perceptions of alignment with ideal leader prototype and personal identification with the leader. Overall, this study elucidates the interplay between leadership and service, enhancing the understanding of how perceived genuine servant leadership has positive effects on followers. By drawing on two samples from different cultural clusters, this study strengthens the validity of the results and thus also contributes more generally to the cross-cultural applicability of servant leadership.
{"title":"The paradox of serving: Can genuine servant leadership gain followers’ respect for the leader? Evidence from Germany and Lithuania","authors":"Armin Pircher Verdorfer","doi":"10.1177/2397002218793840","DOIUrl":"https://doi.org/10.1177/2397002218793840","url":null,"abstract":"A growing body of research shows that servant leadership is related to important organizational outcomes. Yet far less attention has been given to the mechanisms of servant leadership. This is particularly true for those dimensions of servant leadership that are inherently paradoxical and run counter to the common notion of leaders as strong influencers. In an effort to contribute to servant leadership research, this study investigated the relation between perceived genuine servant leadership behaviours (i.e. standing back, humility, authenticity) and respect for the leader, reflecting followers’ acceptance of their leader’s influence. Survey data were collected from 438 employees from various organizations in Germany and Lithuania and analysed via multi-group structural equation modelling. Results showed that the positive relation between perceived genuine servant leadership and respect for the leader was sequentially mediated by followers’ perceptions of alignment with ideal leader prototype and personal identification with the leader. Overall, this study elucidates the interplay between leadership and service, enhancing the understanding of how perceived genuine servant leadership has positive effects on followers. By drawing on two samples from different cultural clusters, this study strengthens the validity of the results and thus also contributes more generally to the cross-cultural applicability of servant leadership.","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2018-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2397002218793840","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"65967399","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2014-08-01DOI: 10.1177/239700221402800305
S.J.H. Giesbers, R. Schouteten, E. Poutsma, B. Heijden, T. Achterberg
Increasingly, hospitals use the data from their quality measurement activities, as feedback information for their nurses. It is argued that feedback on quality measurements can result in quality improvement at the expense of or for the benefit of nurses' wellbeing. The proposed relationship is assumed to be mediated by (1) nurses' attribution about management's purpose in providing feedback, and (2) nurses' perception of feedback as a job demand versus a job resource. This contribution describes the development and validation of an instrument to measure these constructs, based on research on HR attributions (Nishii et al., 2008) and the Job Demands-Resources model (Bakker & Demerouti, 2007). The measure has been discussed with several experts and practitioners, and pilot-tested among 55 nurses. Our pilot study reveals promising results regarding the content, construct and predictive validity of our measure
医院越来越多地使用质量测量活动的数据，作为护士的反馈信息。有人认为，对质量测量的反馈可以在牺牲或有利于护士健康的情况下提高质量。该关系被认为是由以下因素介导的:(1)护士对管理者提供反馈目的的归因，以及(2)护士对反馈作为工作需求与工作资源的感知。本文描述了基于人力资源归因(Nishii et al.， 2008)和工作需求-资源模型(Bakker & Demerouti, 2007)研究的测量这些结构的工具的开发和验证。该措施已与几位专家和从业人员进行了讨论，并在55名护士中进行了试点测试。我们的初步研究揭示了我们测量的内容、结构和预测有效性方面有希望的结果
{"title":"Nurses' Perception of Feedback on Quality Measurements: Development and Validation of a Measure","authors":"S.J.H. Giesbers, R. Schouteten, E. Poutsma, B. Heijden, T. Achterberg","doi":"10.1177/239700221402800305","DOIUrl":"https://doi.org/10.1177/239700221402800305","url":null,"abstract":"Increasingly, hospitals use the data from their quality measurement activities, as feedback information for their nurses. It is argued that feedback on quality measurements can result in quality improvement at the expense of or for the benefit of nurses' wellbeing. The proposed relationship is assumed to be mediated by (1) nurses' attribution about management's purpose in providing feedback, and (2) nurses' perception of feedback as a job demand versus a job resource. This contribution describes the development and validation of an instrument to measure these constructs, based on research on HR attributions (Nishii et al., 2008) and the Job Demands-Resources model (Bakker & Demerouti, 2007). The measure has been discussed with several experts and practitioners, and pilot-tested among 55 nurses. Our pilot study reveals promising results regarding the content, construct and predictive validity of our measure","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2014-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84206776","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-01-01DOI: 10.1688/1862-0000_ZFP_2012_01_DISCOURSE
Ronald Hartz
{"title":"Everything must change in order to stay the same","authors":"Ronald Hartz","doi":"10.1688/1862-0000_ZFP_2012_01_DISCOURSE","DOIUrl":"https://doi.org/10.1688/1862-0000_ZFP_2012_01_DISCOURSE","url":null,"abstract":"","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2012-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75257423","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2012-01-01DOI: 10.1688/1862-0000_ZFP_2012_02_TORKA
N. Torka, I. Goedegebure, I. V. Ewijk, J. C. Looise
{"title":"On the motives and needs for work beyond age 65: Comparing voluntary workers versus agency workers: Arbeit jenseits der 65","authors":"N. Torka, I. Goedegebure, I. V. Ewijk, J. C. Looise","doi":"10.1688/1862-0000_ZFP_2012_02_TORKA","DOIUrl":"https://doi.org/10.1688/1862-0000_ZFP_2012_02_TORKA","url":null,"abstract":"","PeriodicalId":43391,"journal":{"name":"German Journal of Human Resource Management-Zeitschrift Fur Personalforschung","volume":null,"pages":null},"PeriodicalIF":3.8,"publicationDate":"2012-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78602332","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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