Vitaliteitsmanagement: je hoeft niet ziek te zijn om beter te worden!

2012 ◽  
Vol 25 (4) ◽  
Author(s):  
Tinka van Vuuren
Keyword(s):  
Human Resource ◽  
Work Ability ◽  
Older Workers ◽  
Labour Force ◽  
Research Literature ◽  
Strategic Human Resource Management ◽  
Working Population ◽  
Negative Effects ◽  
Inaugural Lecture ◽  
Sustainable Employment

Vitality Management: You do not need to be ill, to get better! Enhancing the sustainable employment of workers can be realized by increasing their vitality, workability and employability Vitality Management: You do not need to be ill, to get better! Enhancing the sustainable employment of workers can be realized by increasing their vitality, workability and employability The working population is ageing in the Netherlands. To overcome the negative effects of an aging labour force, there is a need to adapt Strategic Human Resource Management in organizations by including Vitality Management. In this shortened version of my inaugural lecture I discuss from the viewpoint of a Work and Organizational Psychologist the content of Vitality Management. Vitality is in my view an aspect of sustainable employment, next to work ability and employability. Moreover in this contribution attention will be paid to the importance of vitality and sustainable employment and what causes, according to the research literature, vitality and sustainable employment. I will end this contribution by discussing how vitality and sustainable employment can be enhanced. For the latter it is important to focus not only on older workers, but on all workers from young to old.

‘Als het getij verloopt, verzet men de bakens’

2012 ◽  
Vol 25 (2) ◽  
Author(s):  
Beate van der Heijden
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Strategic Human Resource Management ◽  
Retirement Age ◽  
Psychological Approach ◽  
Working Population ◽  
Sustainable Employability ◽  
Strategic Hrm ◽  
Inaugural Lecture

‘Als het getij verloopt, verzet men de bakens’. Sustainable employability policy as being part of Strategic Human Resource Management ‘Als het getij verloopt, verzet men de bakens’. Sustainable employability policy as being part of Strategic Human Resource Management Ageing and dejuvenization of the working population urge us to pay directed attention to sustainable employability policy as being part of Strategic HRM. In this shortened version of my inaugural lecture, a positive psychological approach is used to deal with the possibilities both employees and working organizations have to stimulate employees to develop healthy, prosperous, challenging, and productive careers until retirement age or even after that. The strength of seniority will explicitly be focused on. Moreover, this manuscript will deal with possible threats and shortcomings that ageing workers may encounter. Given the enormous diversity in perceptions people may have towards life and career success a non-normative framework has been used. In consideration of the more pluriform working population, this contribution is structured around four career-related questions: how long do I have to go on for; how long will I be able to; how long will I be allowed to; and how long do I want to go on for?

Duurzame inzetbaarheid en een leven lang leren

2011 ◽  
Vol 24 (4) ◽  
Author(s):  
Tinka van Vuuren ◽  
Marjolein C.J. Caniëls ◽  
Judith H. Semeijn
Keyword(s):  
Lifelong Learning ◽  
Work Ability ◽  
Older Workers ◽  
Primary Schools ◽  
Sustainable Employability ◽  
Sustainable Employment ◽  
Analyze Data

Sustainable employability and lifelong learning Sustainable employability and lifelong learning Gedrag & Organisatie, volume 24, November 2011, nr. 4., pp. 356-373.The objective of this study is to explore in what way age is related to employability, workability and vitality of workers, and whether these relationships are influenced by the lifelong learning as perceived by workers. We analyze data from a survey among 178 employees from Dutch primary schools. Results reveal that age and employees’ employability are positively related, but not age and workability or vitality. Lifelong learning is positively related to all three aspects of sustainable employment: employability, workability, and vitality. Finally, the interaction between age and lifelong learning showed significant effects for employability and workability. This means that older workers keep their employability and work ability, when they are interested in and perceive more possibilities for lifelong learning.

scholarly journals Working Conditions and Health Among Italian Ageing Workers

2022 ◽  
Author(s):  
Angelo d’Errico ◽  
Chiara Ardito ◽  
Roberto Leombruni ◽  
Fulvio Ricceri ◽  
Giuseppe Costa ◽  
...  
Keyword(s):  
Working Conditions ◽  
Work Ability ◽  
Older Workers ◽  
Pension Reform ◽  
Labour Force ◽  
Functional Limitations ◽  
National Health Survey ◽  
Poor Mental Health ◽  
Physical Disorder ◽  
Ageing Workers

AbstractIn many European countries requirements for retirement have been tightened, causing an increase in work participation of older workers, in spite their potentially poorer health may limit their work ability. This study aimed at assessing the diffusion of health problems and exposure to unfavorable working conditions among ageing workers in two Italian surveys, as well as comparing them with those observed in the same surveys conducted before the 2011 Italian pension reform tightening the normal retirement age. The 2013 National Health Survey (NHS) and Labour Force Survey (LFS) were employed to assess the prevalence of poor perceived health, health conditions and functional limitations, and of exposure to physical, psychosocial and organization factors at work, among 60–64 years workers. Poisson regression models were used to estimate Prevalence Ratios of health outcomes and unfavorable working conditions in the two surveys, compared to data from the 2005 (NHS) and 2007 (LFS) corresponding surveys, respectively. Among both men and women, approximately one quarter had at least one physical disorder or functional limitations and 15% poor mental health. Exposure to different ergonomic factors (15–30%) and working during unsocial hours (19%) were particularly diffused. A significant increase in the prevalence of functional limitations and of working at night or during unsocial hours was found in 2013, compared to corresponding data from 2005 and 2007, respectively. Our results indicate that exposure to ergonomic and organizational hazards should be reduced among ageing workers, to avoid decreased work ability, health damage or early exit from the labour market.

Combination of human resource management methods during in times of change

2020 ◽  
pp. 144-150
Author(s):  
V.A. Morozov
Keyword(s):  
Human Capital ◽  
Resource Management ◽  
Human Resource Management ◽  
Crisis Management ◽  
Human Resource ◽  
Management Strategies ◽  
Strategic Human Resource Management ◽  
Crisis Period

This article focuses on the aspects of human resource management strategies in crisis management, as well as the comparison of classical and modern ways to overcome the consequences of crises for human capital. The possible consequences of ongoing and possible crises, as well as ways to prevent and overcome them, are investigated. Personnel strategies in human resource management are disclosed. The presentation of strategic human resource management in a crisis period is given.

scholarly journals SHRM Practices Employee and Organizational Resilient Behavior: Implications for Open Innovation

2021 ◽  
Vol 7 (2) ◽  
pp. 159
Author(s):  
Khaliq Ur Rehman ◽  
Mário Nuno Mata ◽  
José Moleiro Martins ◽  
Sabita Mariam ◽  
João Xavier Rita ◽  
...  
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Organizational Behavior ◽  
Human Resource ◽  
Management Practices ◽  
Strategic Human Resource Management ◽  
Equation Modeling ◽  
Human Resource Management Practices ◽  
Resilient Behavior

The primary objective of this research is to investigate the role of strategic human resource management practices in developing resilient organizational behavior. This research aims to test the mediating function of individual resilient behavior between strategic human resources management practices and resilient organizational behavior. Data was collected from 780 managerial level employees working in small and medium Chinese enterprises in Hubei Province through a self-administrated questionnaire. The Smart partial least square structural equation modeling technique was used for data analysis. The analysis showed a significant positive relationship among SHRM practices, employee resilient behavior, and resilient organizational behavior. Results also show that employee resilient behavior partially mediates the relationship between SHRM practices and resilient organizational behavior. Individual resilient behavior is needed when an organization is in crisis, restructuring, transformation, turbulent, and unfavorable conditions. Without individual resilient behavior, it is difficult for an organization to be resilient. Therefore, strategic human resource management practices are essential to develop an employee’s resilience. This research contributed to the body of knowledge by bringing new concepts together. The main contribution was testing the role of individual resilient behavior between strategic human resource management practices and resilient organizational behavior.

scholarly journals The Effect of Strategic Human Resource and Knowledge Management on Sustainable Competitive Advantages at Jordanian Universities: The Mediating Role of Organizational Innovation

2021 ◽  
Vol 13 (15) ◽  
pp. 8445
Author(s):  
Fieras Alfawaire ◽  
Tarik Atan
Keyword(s):  
Knowledge Management ◽  
Human Resource ◽  
Organizational Innovation ◽  
Strategic Human Resource Management ◽  
Education Sector ◽  
Competitive Advantages ◽  
Convenience Sample ◽  
Mediating Role ◽  
Private And Public ◽  
Sustainable Competitive Advantages

The higher education sector faces considerable competition around the world. Accordingly, universities need to make more efforts to increase their competitive advantages. This study aimed to empirically investigate the effect of organizational innovation (OI), knowledge management (KM), and strategic human resource management (SHRM), with a dependent variable of sustainable competitive advantages (SCAs), at Jordanian Universities. For this aim, a specially designed questionnaire has been distributed to study a convenience sample of 400 academic and administrative staff at Jordanian private and public universities, to obtain the required quantitative data. The study’s hypotheses were verified by Baron and Kenny’s mediation regression approach using the software Statistical Package for the Social Sciences (SPSS). The results of the study demonstrate that there is a significant positive relationship between the following pairs of variables: KM and SCA; SHRM and SCA; SHRM and OI; KM and OI; and OI and SCA, whereas OI was found to have a partial and indirect significant mediation impact on the direct relationship between KM and SHRM and universities (organizations) gaining SCAs. Finally, it was concluded that more attention needs to be paid to the OI aspect in organizations and to integrate it with KM and SHRM in a way that promotes SCAs. In addition, we propose that similar studies should be conducted in industries other than education or the education sector in different countries in a way that obtains generalized and representative results.

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