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  • 1
    Online Resource
    Online Resource
    Emerald ; 2016
    In:  Journal of Managerial Psychology Vol. 31, No. 8 ( 2016-11-14), p. 1280-1296
    In: Journal of Managerial Psychology, Emerald, Vol. 31, No. 8 ( 2016-11-14), p. 1280-1296
    Abstract: The purpose of this paper is to investigate the relationship between positive and negative home-to-work spillover, i.e., home-to-work facilitation (HWF) and home-to-work conflict (HWC) with employability. Moreover, this study also examined whether the relationship between home-to-work spillover and employability varied between academic and support staff employees. Design/methodology/approach An on-line self-report questionnaire was distributed among academic ( n =139) and support staff employees ( n =215) working at a Dutch university for distance-learning education. Thoroughly validated measures of home-to-work spillover and employability were used. The employability measure consisted of five dimensions: occupational expertise, anticipation and optimization, personal flexibility, corporate sense, and balance. Hypotheses were tested using hierarchical multivariate regression analyses including interaction effects. Findings HWF was positively related to anticipation and optimization only, while HWC appeared to be negatively associated with all employability dimensions. As expected, the relationships between HWF and HWC on the one hand and the specific employability dimensions on the other hand were stronger for support staff employees than for academic staff employees. Originality/value This study has extended research on employability, by focusing on the home context of employees as a possible antecedent. So far, studies have largely ignored the home context of employees, when investigating employability outcomes. Another contribution was the focus on both positive (facilitation) and negative (conflict) spillover from home-to-work, whereas previous studies mainly focused on one type of spillover only. Finally, the authors had the unique opportunity to compare support staff and academic staff employees in one and the same study.
    Type of Medium: Online Resource
    ISSN: 0268-3946
    Language: English
    Publisher: Emerald
    Publication Date: 2016
    detail.hit.zdb_id: 2020283-0
    SSG: 3,2
    SSG: 5,2
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  • 2
    Online Resource
    Online Resource
    Wiley ; 2014
    In:  Human Resource Management Vol. 53, No. 5 ( 2014-09), p. 773-794
    In: Human Resource Management, Wiley, Vol. 53, No. 5 ( 2014-09), p. 773-794
    Abstract: This study examined the predictive value of multisource ratings of managerial competencies for managerial and organizational effectiveness. Data from 155 subordinates, 59 peers, and 28 supervisors were gathered in order to provide insight into their perceptions on managerial competencies for their managers. With regard to the outcome variable (i.e., effectiveness), both individual‐level (subordinates’, peers’, and supervisors’ ratings of managers) and organizational‐level (Balanced Scorecard) measures were used. As expected, subordinates, peers, and supervisors have distinct perspectives on the managerial competencies that are relevant for effectiveness. Moreover, the specific managerial competencies differ in terms of their predictive validity respectively for managerial and organizational effectiveness. The outcomes of our study suggest that a multisource and multimethod approach is valuable in assessing both managerial competencies and managerial and organizational effectiveness. Several implications for human resource management practices are discussed. © 2014 Wiley Periodicals, Inc.
    Type of Medium: Online Resource
    ISSN: 0090-4848 , 1099-050X
    URL: Issue
    Language: English
    Publisher: Wiley
    Publication Date: 2014
    detail.hit.zdb_id: 2004293-0
    SSG: 3,2
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  • 3
    Online Resource
    Online Resource
    MDPI AG ; 2021
    In:  International Journal of Environmental Research and Public Health Vol. 18, No. 6 ( 2021-03-10), p. 2824-
    In: International Journal of Environmental Research and Public Health, MDPI AG, Vol. 18, No. 6 ( 2021-03-10), p. 2824-
    Abstract: The main goal of this study was to develop a scale for measuring Disengaging Leader-ship (DEL) behaviors and to provide preliminary evidence for the validity of this new instrument. Developing such new measures is needed given current concepts that tap into negative leadership behaviors are rarely based on a sound theoretical framework. Drawing on the core premises of Self-Determination Theory (SDT) regarding employees’ basic needs and, more specifically, building on its more recent extended framework, including employees’ needs frustration, we derived four dimensions that constitute Disengaging Leadership behaviors (coercive disengaging leadership, isolating disengaging leadership, eroding disengaging leadership, and demotivating disengaging leadership). To examine the factor structure and psychometric properties of the new Disengaging Leadership Scale (DLS), Exploratory Factor Analysis (EFA), Confirmatory Factor Analysis (CFA), and reliability analyses were conducted. Results supported the hypothesized four-factor structure of the DLS and showed that this factorial structure remained invariant across employees occupying blue-collar, white-collar, or managerial positions. Finally, we successfully tested convergent, divergent, and construct validity of DLS. We established that DEL is associated with employees’ needs frustration and with their experiences of emotional exhaustion. It is concluded that the DLS has sound psychometric properties and can be used in future research on the dark side of leadership.
    Type of Medium: Online Resource
    ISSN: 1660-4601
    Language: English
    Publisher: MDPI AG
    Publication Date: 2021
    detail.hit.zdb_id: 2175195-X
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  • 4
    Online Resource
    Online Resource
    Frontiers Media SA ; 2023
    In:  Frontiers in Psychology Vol. 14 ( 2023-4-17)
    In: Frontiers in Psychology, Frontiers Media SA, Vol. 14 ( 2023-4-17)
    Abstract: The objective of our study was to investigate how organizational learning climate (measured as developmental opportunities and team support for learning), career commitment, and age are related to employees’ self-perceived employability, vitality and work ability (e.g., their sustainable employability). Our study adopted a P-E fit perspective building upon the notion that sustainable employability is a function of both the person (P) and the environment (E) and tests a three-way interaction between organizational learning climate, career commitment, and age. Design In total, 211 members of the support staff of a Dutch university completed a survey. Hierarchical stepwise regression analysis was used to analyze the data. Findings Only one of the two dimensions of organizational learning climate that we measured, namely the developmental opportunities, appeared to be associated with all indicators of sustainable employability. Career commitment only had a direct positive relationship with vitality. Age was negatively related to self-perceived employability and to work ability, but not to vitality. The relationship between developmental opportunities and vitality was negatively influenced by career commitment (a negative two-way interaction effect), while a positive three-way interaction effect was found between career commitment, age, and development opportunities, and with self-perceived employability as the outcome. Theoretical and practical implications Our findings confirmed the relevance of adopting a P-E fit perspective on sustainable employability, and of considering the possible role of age in this. It requires more detailed analyses in future research to unravel the role of age in the shared responsibility for sustainable employability. In practice, the results of our study imply that organizations should provide all employees with a working context that facilitates learning, however, with a special focus on older employees, for whom it is a particular challenge to protect their sustainable employability, possibly due to age-related stereotyping. Originality Our study adopted a P-E fit perspective on sustainable employability and examined the association between organizational learning climate and all three components of sustainable employability: self-perceived employability, vitality and work ability. Moreover, it investigated whether and how the employee’s career commitment and age influence this relationship.
    Type of Medium: Online Resource
    ISSN: 1664-1078
    Language: Unknown
    Publisher: Frontiers Media SA
    Publication Date: 2023
    detail.hit.zdb_id: 2563826-9
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  • 5
    Online Resource
    Online Resource
    SAGE Publications ; 2022
    In:  Journal of Career Development Vol. 49, No. 5 ( 2022-10), p. 1196-1211
    In: Journal of Career Development, SAGE Publications, Vol. 49, No. 5 ( 2022-10), p. 1196-1211
    Abstract: The purpose of this article is to investigate the relationship between career adaptability (CA) and organizational embeddedness (OE) and organizational and occupational turnover intention among employees in the Netherlands. Logistic regression analysis was utilized to examine survey data obtained from 173 employees with various occupations, who worked for (semi-)public and private organizations in the Netherlands. The variable measuring CA did not contribute to explaining organizational or occupational turnover intention. The variable measuring OE contributed to explaining organizational and, to a lesser extent, occupational turnover intention. In addition, for moderately to higher embedded workers, the odds of organizational turnover increased when they had higher CA. Our results suggest that the fostering of CA, in general, does not influence the likelihood of workers making transitions. Implications for practice and future research are discussed.
    Type of Medium: Online Resource
    ISSN: 0894-8453 , 1556-0856
    Language: English
    Publisher: SAGE Publications
    Publication Date: 2022
    detail.hit.zdb_id: 2016740-4
    SSG: 3,2
    SSG: 5,2
    SSG: 5,3
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  • 6
    Online Resource
    Online Resource
    Emerald ; 2019
    In:  Policing: An International Journal Vol. 42, No. 6 ( 2019-11-21), p. 961-975
    In: Policing: An International Journal, Emerald, Vol. 42, No. 6 ( 2019-11-21), p. 961-975
    Abstract: Sustainable employability is an important goal for individuals and organizations alike. However, scarce knowledge is available on possible cross-lagged relations of resilience among police officers and different aspects of their sustainable employability over time. Based on assumptions of COR theory, the purpose of this paper is to test these relations in a two-wave design. Design/methodology/approach A total of 532 police officers participated in a time-lagged survey design (time interval of six months) concerning their resilience and relevant aspects, i.e., self-reported vitality, workability and organization-reported individual absenteeism rates. Data were analyzed with structural equation modeling. Findings Results indicate cross-lagged effects between resilience and vitality with an acceptable model fit. Thus, the level of resilience at T1 affected the level of vitality at T2 and vice versa. In addition, a nearly significant negative effect of vitality on T1 was found on absenteeism on T2. Research limitations/implications More measurements over time are needed to test reciprocal relations and possible gain spirals. Different samples are needed to assess generalizability. Cross-lagged effects may indicate a reciprocal relation between resilience and vitality that can be further facilitated. Practical implications For example, resilience can be addressed explicitly in training. Originality/value This study is the first to test the cross-lagged relations between resilience and indicators of sustainable employability among police officers. It is important to further study this for the sake of both police officers, as well as society as a whole.
    Type of Medium: Online Resource
    ISSN: 1363-951X
    Language: English
    Publisher: Emerald
    Publication Date: 2019
    detail.hit.zdb_id: 1481293-9
    detail.hit.zdb_id: 1380126-0
    SSG: 3,2
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  • 7
    In: Employee Relations: The International Journal, Emerald, Vol. 46, No. 9 ( 2024-06-27), p. 115-140
    Abstract: Organizations are increasingly joining inter-organizational networks to foster sustainable employability for their employees. The purpose of this study is to identify the factors and mechanisms central to their success as experienced by key stakeholders. Design/methodology/approach An explorative, qualitative approach was adopted, using four focus groups with network coordinators ( N  = 18) and HR professionals ( N  = 14). Fourteen Dutch inter-organizational networks were represented. Respondents were recruited through purposive and snowballing sampling techniques. Thematic analysis was applied using open coding to generate themes. Findings The results of this study outline environmental, structural, and inter-personal factors and mechanisms that contribute to the success of inter-organizational networks that aim to foster sustainable employability for their employees. The environmental factors and mechanisms consist of challenges stemming from the labor market. The structural factors and mechanisms include: a network’s flat structure, flat fee, lack of informal rules, the allocation of roles and expectations for stakeholders and shared network activities. Lastly, the inter-personal factors and mechanisms are: communication among stakeholders, establishing reciprocity, interaction and collaboration between stakeholders, the valuation of trust, a convivial culture and shared vision among stakeholders. The dynamics between these factors and mechanisms are compared to other forms of inter-organizational networks. Furthermore, several recommendations for network coordinators and practitioners regarding the development of networks are presented. Originality/value This study provides insights into the factors and mechanisms that are regarded by stakeholders as influencing the success of inter-organizational networks in their ability to foster sustainable employability for workers. We have identified a unique model that captures this new way of inter-organizational collaboration and builds on insights from literature on collaborative governance regimes, institutional fields and entrepreneurial ecosystems. Specifically, the model provides a framework that consists of environmental, structural and interpersonal factors and mechanisms for network success. This study increases our understanding of how collaborative efforts can be fostered beyond organizational boundaries and existing Human Resource Management practices.
    Type of Medium: Online Resource
    ISSN: 0142-5455
    Language: English
    Publisher: Emerald
    Publication Date: 2024
    detail.hit.zdb_id: 2031891-1
    detail.hit.zdb_id: 717300-3
    SSG: 3,2
    SSG: 3,4
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  • 8
    Online Resource
    Online Resource
    Informa UK Limited ; 2006
    In:  Journal of Education and Work Vol. 19, No. 4 ( 2006-09), p. 383-413
    In: Journal of Education and Work, Informa UK Limited, Vol. 19, No. 4 ( 2006-09), p. 383-413
    Type of Medium: Online Resource
    ISSN: 1363-9080 , 1469-9435
    Language: English
    Publisher: Informa UK Limited
    Publication Date: 2006
    detail.hit.zdb_id: 2020135-7
    SSG: 3,2
    SSG: 5,3
    SSG: 24,2
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  • 9
    Online Resource
    Online Resource
    Emerald ; 2018
    In:  Career Development International Vol. 23, No. 1 ( 2018-02-19), p. 48-66
    In: Career Development International, Emerald, Vol. 23, No. 1 ( 2018-02-19), p. 48-66
    Abstract: The purpose of this paper is to analyze whether and how employees’ proactive personality is related to work engagement. Drawing on job demands-resources theory, the study proposes that this relationship is moderated by a three-way interaction between proactive personality × transformational leadership × growth mindset. Design/methodology/approach The study is based on survey data from 259 employees of an internationally operating high-tech organization in the Netherlands. Findings In line with prior studies, support is found for positive significant relationships of proactive personality and transformational leadership with engagement. Additionally, transformational leadership is found to moderate the relationship between proactive personality and work engagement, but only when employees have a growth mindset. Originality/value The study advances the literature that investigates the proactive personality-engagement relationship. Specifically, this study is the first to examine a possible three-way interaction that may deepen the insights for how proactive personality, transformational leadership and growth mindset interact in their contribution to work engagement.
    Type of Medium: Online Resource
    ISSN: 1362-0436
    Language: English
    Publisher: Emerald
    Publication Date: 2018
    detail.hit.zdb_id: 2031899-6
    SSG: 3,2
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  • 10
    Online Resource
    Online Resource
    Emerald ; 2016
    In:  Career Development International Vol. 21, No. 7 ( 2016-11-14), p. 697-712
    In: Career Development International, Emerald, Vol. 21, No. 7 ( 2016-11-14), p. 697-712
    Abstract: The purpose of this paper is to examine three-way interactions among career control, career dialogue and managerial position in predicting perceived employability. The authors expected that participation in career dialogue strengthens the positive relationship between career control and employability. Furthermore, the authors expected that managers benefit more from career dialogue than employees. Hence, the relationship between career control and employability was expected to be strongest when employees engage in career dialogue and hold a managerial position. Design/methodology/approach Data were collected in 2014 conducting a cross-sectional survey among managers ( n =206) and employees ( n =254) at a Dutch location of a large science-based multinational. Moderated regression analyses were used to test the hypotheses. Findings Career control was positively related to perceived employability. This relationship was significantly stronger for the managerial group that did participate in a career dialogue than for the managerial group that did not engage in a career dialogue. For the non-managerial group of employees participation in a career dialogue did not strengthen the relationship between career control and perceived employability. Practical implications Career control is beneficial for enhancing perceived employability among employees regardless of their position in the organization. Hence, training employees to master this competency may be a fruitful starting point for enhancing employability. Originality/value This is the first study to investigate whether the relation between career control, career dialogue and employability differs for employees with a managerial and a non-managerial role.
    Type of Medium: Online Resource
    ISSN: 1362-0436
    Language: English
    Publisher: Emerald
    Publication Date: 2016
    detail.hit.zdb_id: 2031899-6
    SSG: 3,2
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