scholarly journals De vier stappen naar gebalanceerde arbeidsflexibiliteit: adviezen aan de HR-praktijk

2018 ◽  
Vol 21 (3) ◽  
pp. 18-37
Author(s):  
Sarike Verbiest ◽  
Linda Koopmans
Keyword(s):  
Organizational Performance ◽  
Well Being ◽  
Flexible Work ◽  
Work Relations ◽  
Research Article ◽  
Alternative Measures ◽  
Permanent Employees ◽  
Flexibility Measures ◽  
Permanent Work

De laatste decennia is de flexibilisering van de arbeidsmarkt toegenomen. Het aantal vaste contracten is afgenomen en de flexibele schil is gegroeid. Zo waren er in 2003 ruim 5,7 miljoen vaste arbeidsrelaties en ruim één miljoen flexibel werkenden in Nederland. In het eerste kwartaal van 2018 bedraagt het aantal vaste arbeidsrelaties 5,3 miljoen en nadert het aantal flexibele arbeidsrelaties de twee miljoen. Bovendien zijn er ruim één miljoen zelfstandigen zonder personeel. Daarmee is de flexibele schil nu bijna 40%. Het werken met flexibele contracten kan risico's met zich meebrengen voor het welzijn van de werkenden met een flexibel contract en voor de organisatieprestaties. Het is slechts één van de flexibiliteitsmaatregelen die organisaties kunnen hanteren. In dit artikel leest u over de alternatieven. Op welke wijzen kunnen werkgevers de benodigde flexibiliteit behalen en tegelijkertijd het welzijn van de medewerkers waarborgen? We bespreken concrete voorbeelden uit de praktijk en specifiek de rol die HR kan vervullen.In recent decades, the flexibilisation of the labour market has grown. The number of permanent contracts has decreased whereas flexible work relations have increased. For example, in 2003 there were 5,7 million permanent employees and more than 1 million flexible employees in The Netherlands. In the first quarter of 2018, the number of permanent work relations is 5,3 million and the number of flexible work relations is almost 2 million. In addition, there are more than 1 million self-employed entrepreneurs without personnel. As a result, the ‘flexible layer’ is almost 40%. Working on a flexible contract poses risks for the well-being of the flex workers, but also for organizational performance. It is only one of the flexibility measures an organisation can use. This applied research article aims to inform readers about alternative measures.1 How can organisations achieve the required flexibility while at the same time ensuring the well-being of the employees? Stories from practice are shared and the role of HR is discussed.

Artificial intelligence in personnel management: the development of APM model

2020 ◽  
Vol 33 (4) ◽  
pp. 377-388
Author(s):  
Kirk Chang
Keyword(s):  
Artificial Intelligence ◽  
Organizational Performance ◽  
Personnel Management ◽  
Narrative Analysis ◽  
Well Being ◽  
Content Type ◽  
Managerial Practices ◽  
Management Literature ◽  
Job Levels

Purpose Managers have mixed views of how artificial intelligence (AI) affects personnel management (PM). The purpose of this paper is to identify potential knowledge gap and bring new insights to the AI-personnel-management literature. Design/methodology/approach Both applicability and theoretical perspectives are adopted to critically discuss the constraint and opportunity of AI in PM. Tables and narrative analysis are used to clarify the role of AI in managerial practices. Findings Research findings have helped to develop a new model titled AI in Personnel Management (APM). The APM model unfolds itself in three levels, followed by potential outcome. The three levels comprise “organizational, managerial and individual job levels,” and the outcome comprises “organizational performance, employees’ well-being and staff turnover rate”. Research limitations/implications The APM model helps managers to understand the implication of AI in their workplace. With better understanding of AI’s implication, managers are more likely to develop appropriate AI-driven managerial policies, which in turn benefit employees and their organizations. The APM model acts as a reference guide, helping managers to evaluate the AI’s constraint and opportunity in their managerial practices. Originality/value The APM model is valuable and informative to the academic researchers, as it has first responded to Malik et al. (2019)’s call (re: the absence of AI and management literature), and, more importantly, it has advanced the knowledge of AI–management relationship, supporting scholars to further understand the role of AI in PM.

scholarly journals How Does Emotional Labor Impact Employees’ Perceptions of Well-Being? Examining the Mediating Role of Emotional Disorder

2019 ◽  
Vol 11 (23) ◽  
pp. 6798 ◽  
Author(s):  
Yao ◽  
Gao ◽  
Chen ◽  
Mu
Keyword(s):  
Organizational Performance ◽  
Emotional Labor ◽  
Negative Impact ◽  
Well Being ◽  
Emotional Disorder ◽  
Surface Acting ◽  
Deep Acting ◽  
Mediating Role ◽  
Bank Employees

Since bank employees are prone to high psychological pressure, it is key to explore the influencing mechanism of their emotional labor so as to relieve their pressure, as well as improve organizational performance and service quality. This study aimed to investigate the effects of emotional labor on bank employees’ well-being and to determine the mediating role of emotional disorder in this relationship. Employees responded to a survey regarding their use of emotional labor as well as perceptions of their well-being and emotional disorder. The results showed that employees’ use of emotional labor was related to their perceptions of well-being and confirmed the mediating role of emotional disorder in this relationship. The results indicated that surface acting has a significant negative impact on employee well-being, while deep acting has a significant positive impact. Moreover, emotional disorder played a role in mediating emotional labor and employee well-being, and emotional disorder was positively correlated with surface acting and negatively correlated with deep acting. The results revealed that developing deep-acting skills is important for increasing front-line bank staff’s well-being in China, who are accustomed to repressing their emotions, and emotional disorder might occur more often than has been previously believed, which worsens their well-being.

Daily job crafting and well-being: The role of flexible work designs and task proficiency

2015 ◽  
Vol 2015 (1) ◽  
pp. 16326
Author(s):  
Corine Boon ◽  
Claartje L. ter Hoeven ◽  
Karianne Kalshoven
Keyword(s):  
Well Being ◽  
Job Crafting ◽  
Flexible Work ◽  
And Task

Supervision of Telework: A Key to Organizational Performance

2021 ◽  
Vol 51 (4) ◽  
pp. 263-277
Author(s):  
Taehee Kim ◽  
Lauren Bock Mullins ◽  
Taewon Yoon
Keyword(s):  
Organizational Performance ◽  
Cost Efficiency ◽  
Well Being ◽  
Employee Motivation ◽  
Organizational Benefits ◽  
Merit Systems Protection Board ◽  
Using Data ◽  
Merit Systems ◽  
Work Arrangement

Many employers, including the federal government, have introduced or extended their telework arrangements because of the associated advantages, which include cost-efficiency, personnel pool enlargement, and employee well-being and motivation. Despite the continued interest from both academics and practitioners, little understanding has emerged about this work arrangement, with scant studies in public administration and organization literature. Among those studies, consensus has not been formed as to the organizational benefits, especially on performance or employee motivation. Previous studies have also overlooked the heterogeneous characteristics of teleworkers, the dynamics between teleworkers and nonteleworkers, and especially, the role of supervisors in managing telework to achieve proposed benefits. This study adds to previous literature by empirically examining the role of supervisors in managing/motivating teleworkers toward improving organizational performance, using data from the 2011 Merit Systems Protection Board (MSPB) Telework study. Findings suggest that supervision which includes results-based management and trust-building efforts improves performance of organizations that have telework arrangements.

scholarly journals A panel study of the consequences of multiple jobholding: enrichment and depletion effects

2021 ◽  
pp. 102425892098541
Author(s):  
Wieteke Conen ◽  
Jonas Stein
Keyword(s):  
Panel Data ◽  
Panel Study ◽  
Well Being ◽  
Economic Factors ◽  
Job Outcomes ◽  
Flexible Work ◽  
Short Term ◽  
Work Arrangements ◽  
The United Kingdom

This article contributes to research on the embeddedness of multiple work arrangements in the employment biography. We investigate transition and duration effects of multiple jobholding on financial and non-financial job outcomes, and the role of flexible work arrangements and household contexts. To that end, we examine panel data from Germany, the United Kingdom and the Netherlands for the period between 2002 and 2017. The findings underscore the importance of economic factors in the decision to work multiple jobs and reveal that labour market contexts play a significant role in outcomes. Findings furthermore indicate negative well-being effects for those who have both multiple jobs and children. For a substantial share of workers, holding multiple jobs occurs in relatively short-term episodes, posing the question of whether episodes of multiple jobholding necessarily come with either clear enrichment or depletion effects, or are merely a phase in the overall employment biography.

Corporate social responsibility and firm performance through the mediating effect of organizational trust in Chinese firms

2014 ◽  
Vol 8 (4) ◽  
pp. 577-592 ◽  
Author(s):  
Yanni Yu ◽  
Yongrok Choi
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Organizational Trust ◽  
Well Being ◽  
Mediating Effect ◽  
Chinese Firms ◽  
Content Type ◽  
Corporate Social ◽  
The Relationship

Purpose – The purpose of this paper is to investigate the mediating effect of organizational trust on the relationship between perceived corporate social responsibility (CSR) practices and firm performance. Design/methodology/approach – A total of 674 questionnaires were sent randomly to Chinese firms to obtain a total of 168 reliable responses. A confirmatory factor analysis was conducted for a validity test, and structural equation modeling was employed to test the mediating effect of organizational trust. Findings – The empirical results show that perceived CSR practices of firms had significant direct effects on employee well-being and organizational performance and that organizational trust partially mediated the relationships of CSR practices to employee well-being as well as to organizational performance. Research limitations/implications – The data may not fully represent a generalized survey of all industries with CSR management. In this regard, future research should focus on a specific Chinese industry. The results suggest that firms should more actively promote the role of employees in CSR strategies to better build organizational trust. Originality/value – Previous CSR studies have generally focused on customers’ perceptions, paying little attention to employees’ viewpoints. This study provides the first empirical analysis of the relationship between CSR and firm performance from the perspective of employees in Chinese firms. In addition, the study examines the mediating role of trust in CSR, which has been rarely considered in the context of Chinese firms.

Impact on Organizations

2015 ◽  
Author(s):  
Alexis Smith ◽  
Shalei Simms
Keyword(s):  
Organizational Climate ◽  
Organizational Performance ◽  
Well Being ◽  
Organizational Outcomes ◽  
Organizational Impact ◽  
Applicant Attraction ◽  
Firm Reputation ◽  
Retention Group ◽  
The Impact

This chapter examines the organizational impact of discrimination. Through its effect on organizational personnel processes, unfair discrimination has far-reaching and long-lasting impact on individuals, groups, and the organization as a whole. The chapter reviews the multiple ways that discrimination can infect human resource practices and policies, which in turn negatively impacts organizational outcomes such as applicant attraction, employee well-being and retention, group and organizational performance, and firm reputation. It then turns to the role of organizational climate for diversity, which has a potentially mitigating effect on the impact of discrimination. It suggests that, through deliberate organizational learning, companies with positive climates for diversity have the capacity to use events of discrimination as a turning point toward sustained organizational change and growth. The chapter closes by exploring how organizations can create the conditions for this redemptive potential and, ultimately, learn from discrimination and prevent its reoccurrence.

Sign in / Sign up

Export Citation Format

Share Document