HRM and Sustainability at Work. Annet de Lange

Transcription

1 HRM and Sustainability at Work Annet de Lange

2 Agenda 1. Who we are 2. Research aims 3. Relevant project examples 2

3 3

4 Who we are Lectorate HRM: Researchers Dr. Annet de Lange, Marc Gersen, Dr. Etty Wielenga, Godelieve Hofstee, Bouwe Smeding, Dr Marie-Elise van der Ziel, Saskia Ponten, Arnoud van de Ven, Dr. Brigitte Claessens, bachelor and master students and various HR professionals 4

5 Professorships, Knowledge centers Centres of Expertise, Fina Financiering Programming ring Knowledge Networks tekst tekst HAN Education & Research Applied knowledge in education INTER FACES Applied knowledge in practice Students Docent- Education stages/gast- Teachers docenten/int. studenten Alumni- Alumninetwerken netwerken Companies Branches Government

6 Scientific work 6

7 Dutch and American knowledge center 7

8 Research aim HRM Research (research) attention on the question: Which HR practices, regulations and policies are needed to develop and sustain a good work ability of workers and to realize a high organizational performance? The introduction and testing of integrated HRconcepts, approaches, methods and instruments used to ensure optimal functioning of organisations are the central themes of research in this area. 8

9 Research aims The research center Human Resource Management investigates relevant questions as: 1. What are from a strategic point of view the underlying functions of bundles of HR practices? 2. Which combination or type of HR practices can facilitate, restore or enhance the (mis)fit between a worker and his or her environment? 3. What are the relations between HR practices, the perceived psychological contract and sustainable work ability of workers? 4. Are there individual or group differences in perceptions and usage of HR practices? 5. What is the role of supervisor communication in the perception and usage of HR practices of their subordinate employees? 6. What are the chances and risks for sustainable work ability of the introduction of E-HRM? 7. What are the benefits of using HR analytics to develop Human Resource Management policies and decisions? 9

10 Research framework Kooij, Jansen, Dikkers & De Lange (2010) Employee experience of HR practices H1 (+) H3 Work-related attitudes K=83 studies Age Figure 1 Research framework

11 Meaningful HR bundles in relation to aging (Kooij et al., 2010; Kooij et al., under review) Development Maintenance Utilization Accommodative Regular training Continuous development on the job Career planning Promotion Ergonomic adjustment Flexible benefits or workschedules Performance pay Compressed working week Performance appraisal Task enrichment Lateral job movement Participation Second career Reduced workload Additional leave Demotion Exemption from shiftwork Part time work / retirement Sabbatical Early retirement

12 Strategic functions HR bundles HR bundles Maintenance HR practices Accomodative HR practices Development and Utilization HR practices Function Stabilizing P-E fit (prevention) Restoring P-E fit (curation) Realizing a new or improved P-E fit (amplition) P-E fit 12

13 Sustainability at work? Macro and organizational context 4 Sustainable work 3 Sustainable development of workers' skills, health and motivation to work 1 Fit between changing worker and his or her changing work 5 Supportive or transformation al leadership 2 Development, maintenance, utilization, and accommodative HRM practices and bundles 13

14 Dutch information handreikingdi.nl 14

15 Ageing: Biological, Psychological, Social, and Societal changes across the life-span operationalisations Chronological Age Functional Age Psychosocial Age Organisational Age Life-span Age Indicators Calendar age Physical health Social self perceptions: stereotypes Job tenure Family status De lange et al., 2006

16 Pitfalls and chances? Self Physical reserves, fluid intelligence Emotion regulation, experience, crystallized intelligence Loss Growth Career related chances, negative stereotyping Seniority, positive stereotyping, autonomy Interpersonal Regulation of intrapersonal and interpersonal processes De Lange, Schalk, van der Heijden, 2012

17 Age and motivation to continue to work Kooij, De Lange, Jansen & Dikkers (2008; JMP) Aging Biological, psychological, social and societal changes across time Chronological age Functional age Psychosocial age Organizational age Life-span age - +/- - +/- - Motivation to continue to work

18 Tool for Supervisor-Employee to facilitate dialogue? De Lange et al. (2014) The employee The HR practices Organisational Age Life span age Needs of employees Learning and performing Combining work and private live Core question to oneself What are my competencies? How do I want to live? Self management (preventive) Learning and development Organising one s private life Possible problem Coping (curative) Needs of employers Job plateauing; job too easy, too difficult or ill-suited Searching for new tasks or a new job The right person in the right job (competent) Work-life imbalance Learning to combine work and private live Dedicated employees (committed) Core question of managers What do you want to learn? How is life at home? Management (preventive) Challenging work, development opportunities Flexible work hours, leave regulations, childcare Possible risk Under-performance (Mental) absenteeism Approach to problems (curative) Outplacement; training and education Additional leave; Specific social support

19 Employer branding Psychological contracts Rousseau (1989): The individual beliefs regarding the terms and conditions of a reciprocal exchange agreement between that focal person and another party. Perceived obligations Obligation fulfillment

20 Employer Branding: Contract Evaluations Contract Breach: The cognition that the organization has failed to fulfill one of the elements within the psychological contract

21 Meta-analysis: Bal, De Lange, Jansen & Van velde (2008; JVB) K=60 studies 62 samples Published and unpublished studies Psychological contract breach -> outcomes (affective commitment, job satisfaction, trust)

22 Differences Trust and organizational commitment Vs Job satisfaction Increased tendency to focus on relationship with organization

23 Example: 60plus cohort study 1. Background 60 plus cohort study 2. Theory on adjustment processes of bridge workers 3. Method 4. Results 5. Discussion 23

24 Background Aim of 60 plus study: to examine the processes that predict successful adjustment to bridge employment and continued work participation in bridge employment roles across 10 years ( ) 24

25 Definition Successful adjustment of bridge workers (1) positive adaptation (i.e., a function of appropriately managing the gains and losses associated with the dynamics of the transition to a bridge employment role), (2) maintenance of both physical and psychologically-based aspects of work ability (e.g., successfully continuing to manage job demands while maintaining high levels of actual and perceived functional capacity; Ilmarinen & Tuomi, 2004), (3) the perception and experience of continued success in bridge employment roles. Rudolph, De Lange & Van der Heijden,

26 Sustained Work Performance Examples Objective Indices: Production/Performance Data Waldman & Avolio (1986) Active Work Participation (e.g., Development) Mauer (2001) Participation in Bridgework Itself Zhan, Wang, Liu, & Shultz (2009) Subjective Indices Performance Ratings Murphy & Cleveland (1995) Work Engagement Bakker, Sschaufeli, Leiter, & Taris (2008) Work Ability Ilmarinen & Tuomi, 2004 Continuance Intentions Armstrong-Stassen & Ursel (2009) Subjective Success Criteria Examples Psychological Success Mirvis & Hall (1994) Well-Being Kim & Moen (2002) Life Satisfaction Shultz, Morton, & Weckerle (1998) Perceived Success Baltes & Rudolph (2012) Work ability and cognitive functioning Rudolph, De Lange & Van der Heijden,

27 Background: theory of successful adjustment Rudolph, De Lange & Van der Heijden,

28 Meaningful bundles of HR practices (Kooij et al., 2010) Development Regular training Continuous development on the job Career planning Promotion Maintenance Flexible benefits or workschedules Compressed working week Performance appraisal

29 Self-regulation and Aging Promotion Long-term focus, maximization of gains Prevention Short-term focus Maintenance and prevention of losses

30 Method 10 years in total, 9 waves with 1-year length time-lags This presentation: 2011 and First 3 waves collected 30

31 Included cohorts and panel group Total population versus cohorts 2011, 2012, 2013 and panel group of workers. Frequency (percentage) Gender Total population Cohort 2011 Cohort 2012 Cohort 2013 Panel Panel Male (75) 430 (77,5) 323 (75,8) 219 (70,0) 180 (74,1) 169 (74,1) Female (25) 125 (22,5) 103 (24,2) 94 (30,0) 63 (25,9) 59 (25,9) Total (100) 555 (100) 426 (100) 313 (100) 243 (100) 228 (100) Baseline response rate 11.99% 93,8% of panel responded from T2-T3 31

32 Age distribution 2011 Cohort (n = 555) Panel (n = 243) Age Groups Frequency Percentage Frequency Percentage % % % % % % % % % % Total % % 32

33 Included measures Contextual factors: T1 Leader member exchange: 7 items (Janssen & Van Yperen, 2004): My employer believes I am competent (1 to a very small extent-7 to a very large extent; α=.95) T1 Perceived HR bundles of practices (Kooij, 2010; 20 items) 4 flexibility practices (α=.63) and 9 development practices (α=.93) Intrapersonal resources: T1 Self-regulation (Scale of Lockwood et al., 2002: 7 items prevention (α=.81) and 9 items promotion (α=.71)) Indicators of successful adjustment: T2 Cognitive functioning: 25 items (e.g., Forgetting appointments; Broadbent DE, 1982, α=.93) T2 Work ability: 2 items measuring current work ability in relation to physical and mental demands (Tuomi, K., Ilmarinen, J.,Jahkola, A., Katajarinne, L.,Tulkki, A., 1995; α=.82) Demographics: age and gender 33

34 Perception of HR practices (Cohort 2011) Perception and use of HR practices among 65+ ers in 2011 Cohort. Type of HR Practice 34 Yes, and I use it Yes, but I do not use it Not available I do not know Part-time work 64.50% 10.50% 12.60% 12.40% 4x9-hour work week 9.70% 26.80% 35.00% 28.50% Flexible start and end time of work day 39.30% 16.40% 28.80% 15.50% Working at home 18.00% 19.60% 44.10% 18.20% Additional leave options 14.40% 26.10% 34.40% 25.00% Long period of leave (e.g., sabbatical) 5.20% 26.30% 40.20% 28.30% Adjusted work circumstances (e.g., work adjustments) 6.10% 26.70% 39.10% 28.10% Functioning and development meeting with supervisor 19.30% 21.60% 32.30% 26.80% Permanent development within job 10.10% 22.50% 41.30% 26.10% Career supervision 5.90% 26.10% 42.70% 25.20% Regular training and education 15.70% 19.50% 40.90% 24.00% Options for promotion 6.10% 22.90% 45.60% 25.40% Demotion 1.60% 20.50% 47.90% 29.90% Horizontal job transfer 7.60% 20.90% 42.20% 29.40% Task enrichment 8.30% 20.70% 41.40% 29.50% Start of new career 4.50% 22.30% 42.90% 30.30% Possibilities for participating in organizational decision making 12.40% 20.50% 38.90% 28.10% Note. Kooij (2010) Scale Development HR practices Flexibility or maintenance HR practices

35 Results panel T1-T2 Cognitive functioning Time 1 Quality Leader member exchange Prevention focus Promotion focus β=.20 β=-.38 β=.17 Time 2 Cognitive functioning R R Square Sig. F Change,44,20,001 35

36 Results panel T1-T2 Work ability Time 1 Quality Leader member exchange Prevention focus Promotion focus β=.19 β=-.27 β=.24 Time 2 Work ability R R Square Sig. F Change,40,17,006 36

37 Conclusion Contextual as well as intrapersonal resources are related to indicators of successful adjustment of 60 plus workers No significant effects of HR practices 37

38 Discussion Selective group of 60 plus workers HR practices may predict stability in work functioning across time (not analyzed in the current study) More in-depth analysis of complete panel design data needed 38

39 Nonetheless Results reveal the importance of positive relations between leaders and their older subordinates to facilitate sustainable work functioning across time. 39

40 Thank you for your attention 40

41 Type of employment 2011 Cohort (n = 555) Panel (n = 243) Type of Employment Frequency Percentage Frequency Percentage 37+ Hours (i.e., Full Time) % % Hours % % Hours % % 0 13 Hours % % Total % % 41

42 Subjective health 2011 Cohort (n=555) Panel (n=243) How would you rate your health a? Frequency Percentage Frequency Percentage 1 = Poor 1 0.2% 2 0.8% 2 = Reasonable % % 3 = Good % % 4 = Very Good % % 5 = Excellent % % Total % % Note. a Single item measure. 42