Madelon Bijlaart. Master Thesis

Transcription

1 Master Thesis HR Practices, Job Crafting and Employee Motivation: A quantitative study on whether organisational HR practices influence the motivation of employees, and if this relationship is mediated by job crafting behaviours. Madelon Bijlaart ANR: Date: Supervisor: Karen Pak 2 nd Reader: Christina Meyers Master: Human Resource Studies Project Period: January-August 2017 Project Theme: Retaining Older Workers 0

2 Abstract Motivation is considered essential to organisations due to its capability to positively influence job performance, job satisfaction, organisational citizenship behaviour as well as employee retention. This research aims to explore the relationship between HR practices and motivation, mediated by job crafting. Accommodative, developmental, maintenance and utilisation HR practices were hypothesised to affect the resource seeking, challenge seeking and demands reducing job crafting behaviours exhibited, which in turn were predicted to influence the motivation of individuals. Job crafting behaviours were expected to partially mediate the relationship between HR practices and the motivation to continue working. To test this an online questionnaire was dispersed via social media to collect data from 129 participants. This research found none of the HR practices to predict job crafting behaviours. The control variables level of education and gender were found to predict resource seeking job crafting behaviours. Level of education was additionally found to predict challenge seeking job crafting behaviours. Furthermore, no mediation effect was found. This research could enrich current literature, which is under-researched concerning the affect HR practices have on job crafting behaviours. Additionally, the consequences of job crafting are under-researched and could be enriched by this thesis. Key words: Motivation, HR bundles, HR practices, Job crafting, Resource Seeking, Challenge Seeking, Demand Reducing. 1

3 Preface I never planned to do a second Master, however, I realised that an additional Human Resource Studies Master would perfectly fit with my previous Management of Cultural Diversity Master. I am competitive in nature and strive to be the best, regardless of whether that is compared to others or my past performances. I believe this to also be one of the reasons that I was not yet ready to give up the student lifestyle, choosing instead to participate in a second Master. Now that this Master is close to completion my educational journey is unfortunately coming to an end. I will soon have to admit that I shall need to occupy a job in the recent future. Everything I have learnt in the past few years will finally be put into practice and theories I have learnt will be tested in the real world. I chose to follow the HRS Master as I have always been interested in the personal side of business. I believe the workforce to be the most essential part of a company and often wonder about the individuals behind companies. What do expatriates consider fair compensation for their international assignment? Who is chosen for promotion and what are the factors affecting the decision? What motivates individuals and who is able to influence this motivation? I have pondered about the answer to this last question in my head for a while, reading countless articles on the matter to try obtain a greater understanding. Then, in December I considered this topic for my thesis and now 6 months later, here it is. Before the reader delves into my thesis I would like to take some time to thank some people for their help during these past six months. Firstly, I would like to thank my supervisor, Karen Pak, for her advice and critical notes throughout this process. Secondly, I would like to thank my second reader Christina Meyers for her suggestions and Denise van Adrichem for the feedback she provided me. I would also like to thank the respondents as without their input this thesis would not have been made possible. Finally, I would like to thank my family and friends. I would like to thank my parents for their constant love and support. My sister should also be thanked for always believing in me. Finally, I would like to thank my friends for listening to me and providing ideas whilst I thought aloud. I wish you an inspiring read. 2

4 Table of Contents I. Introduction 5 II. Theoretical Background 7 II.I Employee Motivation at Work 7 II.II. Job Demands-Resources Theory 7 II.III. Human Resources Practices and their Effect on Employees 8 Motivation at Work II.IV. Job Crafting Behaviours 11 II.V. The Effect of Human Resource Practices on Job Crafting Behaviours 12 II.VI. The Effect of Job Crafting Behaviours on Employees Motivation 13 at Work II.VII. The Effect of Human Resource Practices on Employees' Motivation 14 at Work, and how Job Crafting Behaviours Affect this Relationship II.VIII. Conceptual Model 15 III. Method 16 III.I. Set-up of the Research 16 III.II. Description of the Sample 16 III.III. Research Instruments 18 III.IV. Statistical Analysis 20 III.V. Mediation Model 22 IV. Results 23 IV.I. Description Statistics 23 IV.II. Direct Relationship between Human Resource Practices and 26 Employees Motivation at Work IV.III. Direct Relationship between Human Resource Practices and Job 27 Crafting Behaviours IV.IV. Direct Relationship between Job Crafting Behaviours and 30 Employees Motivation at Work 3

5 IV.V. Indirect Relationship between Human Resource Practices and 31 Employees Motivation at Work through Job Crafting Behaviours V. Conclusion and Discussion 34 V.I. Discussion 34 V.II. Limitations and Suggestions for Future Research 37 V.III. Practical Implications 38 V.IV. Conclusions 39 VI. References 41 VII. Appendixes 48 VII.I. Appendix I: Online Questionnaire 48 4

6 I. Introduction Theories of motivation have long been interesting to organisations due to their ability to affect both business-related goals and outcomes (Springer, 2010). Motivation is considered important as it is capable of positively influencing job performance, job satisfaction as well as organisational citizenship behaviour because motivated employees are more willing to devote energy and dedicate themselves to their work (Castanheira, 2015; Grant, 2008; Osman, Othman, Rana, Solaiman, & Lal, 2015; Smiths, & Shields, 2013). Furthermore, according to Claes and Heymans (2008) work motivation is an important indicator in the retention of employees, as it influences their decision to leave or stay. Motivated employees are more likely to stay with the organisation as they suffer less from emotional exhaustion and are more satisfied with their work (Richer, Blanchard, & Vallerand, 2002; Tzeng, 2002). Organisations implement HR practices, such as pay for performance, to motivate their employees by altering either, or both, the job demands and job resources the individual is faced with (Lepak, Liao, Chung, & Harden, 2006). Whilst organisations possess some power in altering individuals motivation through HR practices, employees are also capable of changing their motivation through job crafting (Lepak et al., 2006; Petrou, Demerouti, Peeters, Schaufeli, & Hetland, 2012). Employees are able to alter their motivation by changing features of their job to fit their own requirements (Petrou et al., 2012). Presently, however, literature regarding the consequences of job crafting behaviours is limited (Demerouti, 2014). Additionally, Tims, Bakker and Derks (2013) state that, at the time of writing, research only focussed on job crafting as a personal initiative. This means that no research has yet examined whether organisations are able to persuade individuals to job craft. A relationship between HR practices and job crafting is, however, expected as HR practices may signal to employees that job crafting is permitted by the organisation. This thesis aims to investigate whether the motivation of individuals is affected by the HR practices implemented by an organisation. The second purpose of this research is to understand whether job crafting behaviours mediate this relationship. This research, therefore, questions: To what extent do organisational HR practices influence employees motivation at work, and how do job crafting behaviours mediate this relationship? 5

7 This thesis aims to provide an important contribution to the existing literature on employee motivation. Furthermore, a bridge between literature on HR practices and job crafting behaviours of individuals is proposed. Being that up till now, research has focussed on job crafting as a personal initiative, this thesis could provide the information to link the two concepts (Tims, Bakker & Derks, 2013). Additionally, although there is some knowledge regarding the consequences of job crafting behaviours, this area is under-researched and could be enriched by new information uncovered by this thesis (Demerouti, 2014). Linking HR practices with job crafting behaviours could provide organisations the knowledge that enables management to create HR practices, which support their employees in personally increasing their motivation. Furthermore, contributing to literature regarding the effects of job crafting behaviours could aid employees in increasing their personal motivation. In short, therefore, this research aims to examine how different HR practices affect the motivation of individuals and whether job crafting behaviours mediate this relationship. 6

8 II. Theoretical Background To aid the readers understanding, the three variables, motivation, job crafting and HR practices, will be defined and broken down into sub-variables, after which the anticipated relationships will be described, in the form of several hypotheses. II.I. Employee Motivation at Work Many different definitions of motivation have been provided by the literature, but the focus of this research uses a definition provided by Kanfer, Beier and Ackerman (2013). These authors (2013) identify three types of motivation, (1) motivation at work, (2) motivation to work and (3) motivation to retire. Motivation at work, describes those cognitions, affects and behaviours employees utilise to succeed at their job (Kanfer et al., 2013). This type of motivation encourages employees to engross themselves further into their job, using their skills, knowledge, time and effort to the organisation s advantage by accomplishing tasks (Hirschfeld & Field, 2000; Kanfer et al., 2013). Motivation to work, is the summation of cognitions, affects and behaviours individuals employ to partake in work arrangements (Kanfer et al., 2013). One dedicates time, effort and capital towards the participation in work arrangements (Kanfer et al., 2013). Finally, motivation to retire relates to those cognitions, affects and behaviours used to exit the workforce (Kanfer et al., 2013). Whilst all three types of motivation are of relative importance to this area of study, only motivation at work will be considered within the scope of this research paper, as it is applicable to employees of all ages within the workforce. The other two, motivation to work and motivation to retire, are affected by age (Kanfer et al., 2013). II.II. Job Demands-Resources Theory To aid the understanding of which factors facilitate and hinder motivation at work, the Job Demands-Resources (JD-R) theory will be explained (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). This theory will be used to provide the reasoning behind the hypotheses developed later, as all the variables in this research are either affected by (motivation) or are able to alter (HR practices and job crafting behaviours) the job demands and resources of an individual. The JD-R theory argues that employees are affected by the job demands, job resources and personal resources they perceive (Demerouti et al., 2001). Personal resources, however, shall not be discussed as this study does not consider how aspects of the self influence individuals motivation at work. 7

9 Job demands are understood to be the physical, psychological, social or organisational elements of the job to which individuals need to dedicate physical and/or psychological abilities and energy (Demerouti et al., 2001). One can, nevertheless, discriminate between two different types of job demands: challenge and hindrance. Challenge demands can be viewed as obstacles which need to be overcome so one is able to learn, succeed and personally develop oneself (Lepine, Podsakoff, & Lepine, 2005). Examples of such demands include high workload, time pressure and high responsibility. Lepine et al. (2005) found challenge demands to increase motivation and expected this was due to individuals believing that increased effort allowed them to meet the demands and consequently, receive valued outcomes. Hindrance demands, on the other hand, are those demands that prevent personal development and the accomplishing of goals (Lepine et al., 2005). Organisational politics, role ambiguity and uncertainty regarding one s job security are examples of hindrance demands. Lepine et al. (2005) found hindrance demands to decrease motivation at work and believed this was due to individuals perceiving their efforts to be unable to influence their ability to meet the demands. Finally, job resources include physical, psychological, social or organisational elements of the job that serve one of three purposes: job resources may increase motivation at work, aid in the achieving of job targets and are capable of reducing job demands and, subsequently, their possible negative effects (Demerouti et al., 2000; Schaufeli & Bakker, 2004). II.III. Human Resource Practices and their Effect on Employees Motivation at Work HR practices are able to influence the challenge and hindrance job demands as well as the job resources of an individual (Kooij, Jansen, Dikkers, & De Lange, 2014). The accommodative, developmental, maintenance and utilisation HR bundles developed by Kooij et al. (2014) were created specifically for older employees; however, they are easily applied to employees of all ages. The focus of the HR bundles is on the individual employee instead of organisational logic and they relate to other bundles of HR practices developed for employees of all ages (Kooij et al., 2014). The bundles and the manner in which they affect individuals perceptions of their challenge and hindrance demands as well as job resources, and the predicted influence they have on employee motivation at work will be explained. The developmental HR bundle aims to increase the employee s level of performance (Kooij et al., 2014). By, for example, training or promoting employees, the developmental HR bundle aids individuals to achieve higher levels of performance by increasing both job demands and resources. As developmental HR practices test employees ability to perform at a higher level, one could argue that the demands provided by the HR practice are challenging in nature. 8

10 Developmental HR practices could be considered obstacles that must be overcome so that employees are able to learn how to work at higher levels of performance. By promoting an employee, for example, both the challenge demands and job resources increase as the individual is expected to take on more responsibilities, whilst also being provided with more resources to tackle the new challenges. As argued above, using the JD-R theory, both an increase in job resources and challenge demands are separately expected to increase the motivation of employees (Lepine et al., 2005; Schaufeli & Bakker, 2004). Due to this, one may expect developmental HR bundles to increase the motivation at work of individuals. Along the same lines, Bal, Kooij and De Jong (2013) found developmental HR bundles to affect motivation positively. Additionally, according to Asfaw, Argaw and Bayissa (2015) training employees, a developmental HR practice, improves the motivation of individuals. The second HR bundle, the maintenance HR bundle, intends to maintain the performance of the individual during times of change (Kooij et al., 2014). Organisations can assist their employees in this by allowing employees to work from home, or work flexible hours, thereby providing them with more job resources. If, for example, an employee has recently had a baby, allowing individuals to work flexible work hours may provide employees the capability to better balance their work and home life. Being that maintenance HR practices increase the job resources of an individual, employees motivation at work is expected to increase. In line with this, Kooij et al. (2014) found that the motivation of employees increased when maintenance HR practices were applied. Specifically, working from home, a maintenance HR practice, can provide the employee with more motivation than working in an office (Hill, Ferris, & Märtinson, 2003). The utilisation HR bundle intends to allow individuals to return to earlier levels of performance after the employee s performance decreased (Kooij et al., 2014). HR practices associated with the utilisation HR bundle include lateral job movement, task enrichment and knowledge transferring. This bundle removes job demands, replacing them with other job demands, which require skills the employee already possesses. To determine the types of demands utilisation HR practices entail, one must remember that both challenge and hindrance demands focus on an individual s personal goals and development (Lepine et al., 2005). As the employee was failing to meet the earlier demands these may be considered hindrance demands. Furthermore, as the new demands require some of the skills the employee already possesses one may consider these challenging in nature. Utilisation HR practices, therefore, can be stated to replace hindrance demands with challenge demands. Allowing an employee to transfer to another department that requires this individual s skills provides this employee with the chance 9

11 to use their strengths. Such a practice, which belongs in the utilisation HR bundle, is expected to positively affect employees motivation at work since both the removal of hindrance demands and the offering of challenge demands are separately expected to increase motivation. An earlier literature review by Grant, Fried and Juillerat (2009) finds numerous studies reiterating this, as enriching employees tasks, a utilisation HR practice, has been found to increase motivation. Finally, if the employee is not able to maintain or return to earlier levels of performance, the accommodative HR bundle is applied allowing the employee to perform at lower levels. Reducing the physical demands and a reduced workload are both examples of accommodative HR practices, which decrease the job demands of the individual (Kooij et al., 2014; Pak, Kooij, De Lange, & Van Veldhoven, in progress). One could argue that the demands reduced are hindrance demands as these demands are not providing the individual the opportunity to achieve their personal goals. An example of such an HR practice could be an older employee who has trouble lifting heavy objects and could be exempt from doing so, thereby reducing the hindrance demands of this individual. Due to the fact that an increase in hindrance demands is expected to result in a decrease in motivation, one may predict a decrease in hindrance demands to produce an increase in employee motivation. Consequently, an accommodative HR bundle is expected to positively affect employees motivation at work. Previous research found a nonmonotonic relationship between workload and motivation (Bendoly & Prientula, 2008). This means that up till a certain point as workload increases so does motivation; however, when the workload becomes too high motivation starts to decrease as workload further increases. Being that a reduction in workload, an accommodative HR practice, reduces the workload that is considered too high for the employee this research supports the relationship expected. As explained above, the four HR bundles are expected to affect employees motivation at work and so consequently, the following hypotheses can be formulated using this information: Hypothesis 1a: Accommodative HR practices are positively related to employees motivation at work. Hypothesis 1b: Developmental HR practices are positively related to employees motivation at work. Hypothesis 1c: Maintenance HR practices are positively related to employees motivation at work. Hypothesis 1d: Utilisation HR practices are positively related to employees motivation at work. 10

12 II.IV. Job Crafting Behaviours Whilst research has traditionally focussed on the effect HR practices have on the working lives of employees, only recently has an increasing number of papers focussed on employees as taking opportunities to individually alter their jobs (Kooij, Tims, & Kanfer, 2015). Job crafting, which is taking the personal initiative to customise one s own job, is found to affect an employee s motivation (Oldham & Hackman, 2010; Petrou et al., 2012). Greater job satisfaction, commitment and reduced absenteeism are some of the consequences of individuals personally crafting their jobs (Ghitulescu, 2006). Several job crafting behaviours can be distinguished according to Petrou et al. (2012). An individual s altering of their challenge and hindrance demands as well as their job resources are used to distinguish between the three job crafting behaviours: seeking resources, seeking challenges and reducing demands (Petrou et al., 2012). Seeking resources describes how helpseeking behaviours are used to gain resources that can aid individuals in coping with their job demands. An example of seeking resources behaviour is asking for feedback or information. Feedback would provide the individual with resources to better deal with their job demands. Individuals may also seek challenges by increasing their challenge demands, which have positive implications on satisfaction and commitment among other things (Petrou et al., 2012). To increase one s challenging job demands employees may ask for more responsibilities. By asking for more responsibilities, such as the coordination of an event, the individual is provided with more job demands. Such demands may be sought by the employee to combat boredom and increase work engagement (Harju, Hakanen, & Schaufeli, 2016). Finally, individuals may also choose to reduce demands as a method of coping or due to low motivation (Parker & Endler, 1996; Petrou et al., 2012). Being that the reduction of demands may be a coping method one may consider the individual to be unable to personally accomplish goals or develop themselves. Due to this, reducing demands job crafting behaviour can be stated to reduce the hindrance demands of an individual. Employees may reduce the job demands they perceive by avoiding tasks, working slowly or having poor attendance. Working slowly would reduce an employee s job demands, as he or she would have less time to work on other job demands. Although job crafting is performed by employees who wish to alter certain aspects of their job, not all individuals are provided the same opportunity to job craft (Wrzesniewski & Dutton, 2001). According to Petrou et al., (2012) however, organisations are able to both constrain and promote job crafting behaviours. 11

13 II.V. The Effect of Human Resource Practices on Job Crafting Behaviours Wrzesniewski and Dutton (2001) found that organisations are able to stimulate job crafting through HR practices. Such HR practices can be considered a signal from the organisation to employees that they are allowed to job craft (Den Hartog, Boselie, & Paauwe, 2004). Signalling theory argues that information is imperfectly distributed between the organisation and its employees (Spence, 1973). To reduce this asymmetry signals are sent by the organisation and interpreted by the employee (Spence, 1973). Interpretations of signals obtained from HR practices can affect employee attitudes (Casper & Harris, 2008). The signals the HR practices send can, therefore, be seen to provide employees the opportunity to job craft. Due to this, it is expected that the four HR practices will influence the job crafting behaviours of employees in line with the message the HR practices are sending individuals about how to deal with their job demands and resources. One may, therefore, expect a developmental HR bundle to signal that employees are allowed to engage in two types of job crafting. As a developmental HR bundle increases both challenge demands and job resources, both resource seeking job crafting behaviour as well as challenge seeking behaviour can be expected from employees. Morrison (2002) specifically found that career changes such as a promotion, which is a developmental HR practice, can increase the feedback seeking behaviours of individuals. The second HR bundle, the maintenance HR bundle, consisting of maintenance HR practices, signals to employees that job resources should be increased. One would, therefore, expect employees to act in line with this signal and seek resources. The utilisation HR bundle can be anticipated to signal that employees are permitted to engage in challenge seeking job crafting behaviours as well as demand reducing job crafting behaviours, as the HR practices replace hindrance demands with challenge demands. Finally, an accommodative HR bundle signals that a reduction of the hindrance demands of the individual is endorsed. An employee is, consequently, expected to show demand reducing behaviours. Due to this the following hypotheses can be formulated as: Hypothesis 2a: Developmental HR practices are positively related to resource seeking behaviours. Hypothesis 2b: Maintenance HR practices are positively related to resource seeking behaviours. Hypothesis 2c: Developmental HR practices are positively related to challenge seeking behaviours. Hypothesis 2d: Utilisation HR practices are positively related to challenge seeking behaviours. 12

14 Hypothesis 2e: Accommodative HR practices are positively related to demand reducing behaviours. Hypothesis 2f: Utilisation HR practices are positively related to demand reducing behaviours. II.VI. The Effect of Job Crafting Behaviours on Employees Motivation at Work Whilst job crafting is increasingly common, some knowledge regarding the consequences of job crafting is still lacking (Demerouti, 2014). Wang, Demerouti and Bakker (2016) state that literature has identified job crafting to have both individual and organisational, as well as immediate and long-term outcomes. According to Demerouti (2014), job crafting is still in its infancy and could benefit from research in several areas, such as the consequences job crafting may have on a colleague s job characteristics, which is yet unknown, or the potential negative effects job crafting may create, as this area of research is considered underresearched. Demerouti et al. (2001), however, argued that individuals who job craft, regardless of the type of job crafting behaviour, affect their motivation positively as they change aspects of their jobs to fit their own personal needs. As mentioned above, the job crafting of an individual is performed to alter the job demands and resources of an individual (Petrou et al., 2012). According to the JD-R theory an increase in job demands and resources is understood to affect the motivation of an individual (Demerouti et al., 2001). One would, therefore, expect job crafting to influence employees motivation at work. The JD-R theory argues that high job resources positively influence employee motivation at work (Demerouti et al., 2001). As seeking resources behaviour increases the job resources of the individual, one may predict such behaviour to provide the employee with greater motivation at work. In line with this, in their literature study, Demerouti and Bakker (2014) summarised seeking resources behaviour to increase the motivation of individuals. Furthermore, one could expect seeking challenges behaviours to increase employees motivation at work. As stated above, challenge demands provide individuals with motivation as employees believe increased efforts aid them in overcoming an obstacle (Lepine et al., 2005). This is reflected in previous research, which found seeking challenges behaviours to affect the motivation of individuals positively (Demerouti & Bakker, 2014; Petrou et al., 2012). To hypothesise how reducing demands may affect motivation at work one must remember that reducing demands job crafting behaviour reduces the hindrance demands an employee is faced with. Being that an increase in hindrance demands is expected to produce a decrease in motivation at work, one may expect motivation at work to increase when hindrance 13

15 demands are decreased (Lepine et al., 2005). Subsequently, one may predict reducing demands behaviours to increase employees motivation at work. This is in line with research by Demerouti et al. (2001), who stated that job crafting positively affects employees motivation due to the alterations conducted matching the individuals own needs. All of the three job crafting behaviours are, therefore, expected to affect individuals motivation at work. The following hypotheses can be formulated accordingly: Hypothesis 3a: Seeking resources behaviour is positively related to employees motivation at work. Hypothesis 3b: Seeking challenges behaviour is positively related to employees motivation at work. Hypothesis 3c: Reducing demands behaviour is positively related to employees motivation at work. II.VII. The Effect of Human Resource Practices on Employees Motivation at Work, and how Job Crafting Behaviours Affect this Relationship Using the ideas presented by the JD-R model one can argue that seeking resources, seeking challenges and reducing demands job crafting behaviours are predicted to increase the individual s motivation at work (Demerouti et al., 2001; Lepine et al., 2005). As stated above, however, HR practices are predicted to signal to employees that certain job crafting behaviours are permitted (Den Hartog et al., 2004). These signals sent by the organisation through HR practices are interpreted and acted upon by employees (Casper & Harris, 2008). Job crafting behaviours can, therefore, be considered a mediator of the relationship between HR practices and employee motivation at work. Nevertheless, as stated above HR practices are also expected to affect the motivation of employees directly by affecting the challenge and hindrance demands as well as job resources an employee perceives (Macduffie, 1995; Youndt, Snell, Dean, & Lepak, 1996). Due to this, job crafting behaviours are predicted to partially mediate the relationship. The final hypothesis that can, subsequently, be formulated is: Hypothesis 4: Job crafting behaviours will partially mediate the relationship between HR practices and employee motivation at work. The Figure on the following page illustrates the final model that will be tested by the proposed thesis. 14

16 II.VIII. Conceptual Diagram Developmental Accommodative Utilisation 2a 2c + + 2b 2d e 1f + Seeking Resources Seeking Challenges Reducing Demands 1b 3a 1a 3b 1d+ 3c 1c Motivation At Work Maintenance Figure 1: Conceptual model documenting the hypothesised relationship between HR practices (independent variable) and employee motivation at work (dependent variable) and how job crafting (mediator) is expected to influence this relationship. 15

17 III. Method III.I. Set-up of the Research This research aimed to examine the relationship between HR practices, the independent variable and the motivation of employees at work, the dependent variable. Additionally, the research aimed to assess to what extent job crafting behaviours mediate this relationship. To develop an understanding of this relationship the hypotheses developed above were tested. A cross-sectional questionnaire was used to collect data to test the hypotheses. This research, thus, used a quantitative approach and was explanatory in nature. Data was collected using an online questionnaire, which was spread using convenience sampling on social media and through personal networks. This method of data collection was chosen to provide respondents anonymity to reduce individuals felt need to provide socially desirable answers. Before starting the questionnaire, respondents were informed about their anonymity and the purpose of the study. After completing the research respondents were kindly asked to spread the questionnaire amongst their contacts and were provided with the opportunity to receive a summary of the findings. III.II. Description of the Sample Various social media platforms, including Facebook and LinkedIn, were used to gain as many respondents for the questionnaire as possible. This led to a wide range of individuals taking part in the research. Whilst no restriction was placed on the job sector or personal characteristics, individuals were only applicable for the research if they worked in a paid position, at least 12 hours a week at a company. The first question identified independent contractors, interns and volunteers, who were subsequently not able to complete the questionnaire. Even though 227 individuals started the questionnaire, only 129 responses can be analysed. This is partly, as just stated, due to some individuals not passing the initial screening (N = 38) and partly because several respondents failed to complete the questionnaire (N = 60). The average age amongst the respondents who answered all the necessary questions to participate in this research was (SD = 12.46). Females (62.8%) made up more of the respondents than males (37.2%). The obtained level of education amongst the respondents was high, with most of the respondents stating that Bachelor degree (45.8%) was their highest obtained educational level, closely followed by a Master s degree (29.5%). Further descriptive statistics regarding the respondents can be found in Table 1. Due to the method of data 16

18 collection the respondents were active in a variety of sectors ranging from education to aviation and from agriculture to law. Table 1 Descriptive Statistics. Characteristics Frequencies (N) Percentages (%) Respondents Total number of respondents Final Sample Size Gender Male (1) Female (0) Age Mean SD Level of Education Primary school 0 0 Pre-Vocational Education (LBO/VBO) 1.8 Vocational Education (VMBO/MBO) Secondary Education (HAVO/VWO) Bachelor (HBO/WO) Master (WO) PHD Note. SD = standard deviation; Percentages (%) for gender, age and level of education are of the final sample size. 17

19 III.III. Research Instruments As stated above, data was obtained via an online questionnaire, which measured the three variables (motivation at work, HR practices and job crafting behaviours), along with other variables, using previously published scales. The scales had been translated into Dutch, by various authors for previous research, and were used in Dutch as the research was gathered amongst Dutch employees. The scales were then subjected to factor analysis and judged based on their eigenvalue (> 1), Kaiser-Meyer-Oklin (KMO >.6) and their appearance on a scree plot (Pallant, 2013). Subsequently, the reliability of the constructs was tested using a Cronbach s alpha (a >.7) (Pallant, 2013). Motivation at Work Three statements developed by Hirschfeld and Field (2000) based on the scale by Lodahl and Kejner (1965) and translated into Dutch by Paullay, Alliger and Stone-Romero (1994), judged on a 5-point Likert scale (1 being strongly disagree to 5 being strongly agree ), were used to measure employees motivation at work. This scale relates to employees motivation at work as it aims to measure how involved employees are in succeeding at their job. An example of such a statement is: The most important things that happen to me involve my work. When factor analysis was performed on the scale the KMO was identified as.58 and therefore, under the recommended value of.6. Bartlett s test of sphericity was, nevertheless, significant (p <.01). A single scale was identified using factor analysis and the reliability of the motivation scale was.71; this was deemed reliable. The removal of one of the three items I have other activities in my life that are more important than my work would have allowed the Cronbach s alpha to increase to.85. The choice was, nevertheless, made to keep the motivation at work scale the same as Hirschfeld and Field (2000) had intended. This was chosen as the removal of one item could possibly risk the loss of an important facet of the construct. HR Practices HR practices were measured using 22 statements developed by Kooij et al. (2014). The scale was composed of 4 subscales that related to the four HR bundles; accommodative (7 items), developmental (4 items), maintenance (7 items) and utilisation (4 items). The employees were required to identify whether practices were used or not, so the answer possibilities consisted of yes and no (0 = no, 1 = yes). Examples of each of the HR scale s 18

20 statements include: Early retirement (Accommodative), Promotion (Developmental), Flexible workhours (Maintenance) and Task enrichment (Utilisation). The KMO of.70, was above the recommended value of.6 and Bartlett s test of sphericity was significant (p <.01). Looking at the eigenvalue s, 7 factors were proposed. On the other hand, the appearance on the scree plot seemed to suggest 3 factors. When subjecting the variables to Varimax rotation 3 of the HR bundles appeared to load in accordance to Kooij et al. s (2014) literature. All the accommodative HR items loaded on the same factor, as did the developmental and utilisation HR items. The maintenance HR items, however, did not match up to findings in earlier research by Kooij et al. (2014). The closest match to the literature was achieved when four of the items, flexible working conditions, ergonomic adjustments to the workspace, pay for performance and appraisals, loaded on a shared component, whilst the rest of the items loaded on four other components. The choice was nonetheless made to keep the bundles as Kooij et al. (2014) intended them. The reliabilities of the accommodative, developmental, maintenance and utilisation HR scales were found to be.70,.60,.55 and.53 respectively. Whilst the reliability of the accommodative HR scale could have been improved to.75 by deleting the item Part time job, the choice was made not to do this as the scale passed the recommended reliability of.7 and this would have altered the original scale by Kooij et al. (2014). The reliability of the developmental HR scale, however, could not be improved by deleting any of the items. A reliability of.59 could have been achieved for the maintenance HR scale by deleting the item Appraisals, however, this small increase in reliability was deemed less important than the maintenance of the original scale developed by Kooij et al. (2014). Similarly to the developmental HR scale, the reliability of the utilisation HR scale could not be improved on by deleting an item. The scales developed by Kooij et al. (2014) were, therefore, all used in the original state. Using this information, the scales for each HR bundle were created by adding all the used practices in a specific bundle together. Job Crafting Behaviour Finally, 13 statements developed by Petrou et al. (2012) and translated into Dutch by Tims, Bakker and Derks (2012) were used to measure the extent to which the employees display job crafting behaviour. These statements were measured on a 5-point Likert scale (1 being never and 5 being often ). The scale identified the three job crafting behaviours as subscales; seeking resources (4 statements), seeking challenges (3 statements) and reducing demands (3 statements). Examples of such statements are: I ask others for feedback on my job performance (Seeking resources), I ask for more responsibilities (Seeking challenges) 19

21 and I try to ensure that my work is physically less intense (Reducing demands). The KMO of.67 was above the recommended value of.6 and Bartlett s test of sphericity was significant (p <.01). Factor analysis identified 3 factors, with Varimax rotation confirming the job crafting behaviours as they appeared in the literature by Petrou et al. (2012). The first sub-scale, seeking resources, was found to reach just short of the recommended reliability, as the reliability of the sub-scale was.68. Deleting one of the items I try to learn new things at work was found to improve the reliability to.69. This, however, was not deemed enough of an improvement to alter the original sub-scale developed by Petrou et al. (2012). The second sub-scale, seeking challenges, was found to have a better reliability of.79. Finally, the third sub-scale, reducing demands, was also discovered to have a low reliability of.63. Deleting one of the items was not found to improve the sub-scale reliability and therefore, the choice was made to keep the sub-scale as Petrou et al. (2012) had developed it. Control variables Three control variables were proposed in this research, namely age, gender and level of education. These control variables are expected to affect the relationship and so were added to reduce spuriousness. Age was identified as a control variable and collected in a continuous fashion as previous research by Inceoglu, Segers and Bartrum (2012) found employees of different age groups to be motivated by dissimilar job features. A dummy variable was used to analyse the effect gender had on the results (0 = female, 1 = male). Gender was added as a control variable as females were found to engage in more relationship altering job crafting behaviours (Slemp, Kern, & Vella-Brodrink, 2015). Gender was, therefore, expected to possibly have an effect on the job crafting behaviours developed by Petrou et al. (2012). Furthermore, level of education was collected in a nominal fashion. According to Wrzesniewski and Dutton (2001) those employees that have obtained a higher level of education are provided more opportunities to job craft. III.IV. Statistical Analysis After obtaining the data, the variables were checked for missing values and outliers. No errors were found in the data when looking at the variables for motivation at work, HR practices, job crafting behaviours, gender, age and level of education. This was checked by using SPSS to produce the frequencies of the categorical variables and the descriptive statistics of the continuous variables. The mediation analysis was performed using IBM SPSS Statistics (IBM Corp, 2012) and the add-on macro PROCESS developed by Hayes (2013). This approach 20

22 was chosen as it is particularly recommended for smaller samples as the test is non-parametric and does not violate assumptions of normality (Hayes, 2013). The mediation model, model number 4, in PROCESS developed by Hayes (2013) was used to test the hypotheses, which question whether job crafting behaviours mediate the relationship between the different HR practices and individuals motivation at work. In order to test for mediation, the direct effect between the HR practices and employees motivation at work was first checked for significance by creating one model. The direct paths, between the various HR practices and motivation at work, are labelled c 1 in Figure 2 below. Subsequently, the indirect effect will be tested. Firstly, the relationship between the four HR practices and the three job crafting behaviours were tested for significance by creating 3 separate models relating to the three job crafting behaviours. In Figure 2 below this is shown by all paths with the letter a. Secondly, the significance of the relationship between the job crafting behaviours and individuals motivation at work was checked by looking back at the first model. In Figure 2 below the letters b have been used. When run through PROCESS gender, age, level of education and the remaining HR practices and job crafting behaviours were used as covariates. Subsequently, to test whether the job crafting behaviours mediate the relationship between the HR practices and motivation at work, bootstrapping was used. Each combination of independent, dependent and mediator variable was used to create a model; resulting in 12 models. Bootstrapping was tested using k = 5000 bootstrapping samples and a 95% confidence interval. If 0 was found not to fall in the range between the bootstrap lower limit confidence interval and the bootstrap upper limit confidence interval then job crafting behaviours would significantly mediate the relationship between HR practices and employee motivation at work. If, however, 0 does fall within this range, job crafting behaviours do not mediate the relationship. If job crafting behaviours are established as a mediator, the full or partial nature of it will be examined using the equation: 0 < c (X M > Y) < c. This equation can be explained as follows. c represents the indirect relationship between HR practices and motivation (in Figure 2 below this is both paths a and b). c, on the other hand, is understood to be the effect size of the direct relationship between HR practices and employee motivation (in Figure 2 below this is denoted by c). If c falls within 0 and c, then job crafting behaviours partially mediate the relationship. 21

23 III.V. Mediation Model Seeking Resources a 1 a 2 Seeking Challenges b 1 a 3 Reducing Demands b 3 b 2 Accommodative / Developmental / Maintenance / Utilisation c 1 Motivation at Work Figure 2: Direct and indirect effects of job crafting behaviours on the relationship between accommodative HR practices and motivation. 22

24 IV. Results The hypotheses will be checked by first inspecting the descriptive statistics of the variables, after which the direct relationship between HR practices and motivation at work will be examined. Subsequently, the indirect relationship, through job crafting behaviours, will be assessed following which the mediation of job crafting behaviours will be evaluated. IV.I. Descriptive Statistics Table 2 illustrates the descriptive statistics of the variables including information regarding their means, standard deviations and correlations. Whilst looking at Table 2 below, however, one must keep in mind that correlation does not mean causality (Pallant, 2013). Maintenance HR practices (r =.19, p <.05) significantly correlate with motivation at work. Contrary to expectations, however, accommodative, developmental and utilisation HR practices, on the other hand, do not significantly correlate with motivation at work. One can also notice how the HR practices correlate with one another; developmental HR practices significantly correlate with accommodative (r =.18, p <.05), maintenance (r =.37, p <.01) and utilisation HR practices (r =.41, p <.01). Maintenance HR practices also significantly correlate with accommodative HR practices (r =.17, p <.05) and utilisation HR practices (r =.30, p <.01). Furthermore, resource seeking job crafting behaviours significantly correlate with both maintenance (r =.28, p <.01) and developmental HR practices (r =.24, p <.01). Opposed to what was expected, however, utilisation practices were also found to correlate significantly with resource seeking behaviour (r =.19, p <.05). Utilisation and developmental HR practices were both expected to correlate with challenge seeking behaviours; however, only developmental HR practices did so significantly (r =.20, p <.05). Contrary to expectations, none of the HR practices correlated significantly with demand reducing job crafting behaviours. Furthermore, challenge seeking behaviour significantly correlated with resource seeking behaviour (r =.31, p <.01). Adverse to the hypotheses made, none of the job crafting behaviours were found to significantly correlate with motivation at work. Finally, the control variables (gender, age and level of education) may be considered. Gender was found to significantly correlate with accommodative HR practices (r = -.25, p <.01) Age, on the other hand, was found to significantly correlate with seeking resources (r = -.24, p <.01) and seeking challenges (r = -.21, p <.05) job crafting behaviours. Level of education also significantly correlated with seeking resources (r =.34, p <.01) and seeking 23

25 challenges (r =.26, p <.01) job crafting behaviours, as well as accommodative (r = -.20, p <.05) and maintenance HR practices (r =.24, p <.01). 24

26 Table 2 Means, standard deviations and correlations. Scale Mean SD Motivation at work Accommodative HR practices Developmental HR practices * - 4. Maintenance HR practices *.17*.37** - 5. Utilisation HR practices **.30** - 6. Seeking resources **.28**.19* - 7. Seeking challenges * ** - 8. Reducing demands Gender ** Age ** -.21* * Level of Education *.11.24**.01.34**.26** ** * p < 0.05, ** p < 0.01, *** p <

27 IV.II. Direct Relationship between Human Resource Practices and Employees Motivation at Work The direct relationship between the independent and dependent variables was first tested (path c 1 in Figure 2 above). This corresponded with 4 of the hypotheses (1a, 1b, 1c and 1d) developed above that stated accommodative, developmental, maintenance and utilisation HR practices would increase employees motivation at work. After running the analysis one notices that the model created is not significant (r 2 =.12, F(10,118) = 1.64, p >.05). This means that HR practices do not significantly predict employees motivation at work. Hypotheses 1a, 1b, 1c and 1d are therefore not supported by the data. Table 3 Direct effect model. Motivation at work Antecedent B SE LLCI ULCI Constant Accommodative HR practices Developmental HR practices Maintenance HR practices Utilisation HR practices Gender Age (in years) Level of education Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The direct effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile

28 IV.III. Direct Relationship between Human Resource Practices and Job Crafting Behaviours The next step of the analysis is to assess whether the independent variables impact the mediators (shown in Figure 2 as all paths with the letter a). The HR practices will be tested for their influence on the mediators separately. According to hypotheses 2a and 2b developmental and maintenance HR practices were predicted to be positively related to resource seeking behaviours. The other HR practices were not expected to influence resource seeking behaviours. This model was significant (r 2 =.28, F(9,119) = 5.24, p <.01) and subsequently the expected relationships were tested. Both developmental (b = 0.05, 95% CI [-0.04, 0.14]) and maintenance (b = 0.07, 95% CI [0.00, 0.14]) HR practices were not significant predictors of resource seeking job crafting behaviours. As expected neither accommodative (b = -0.04, 95% CI [-0.12, 0.05]) nor utilisation (b = 0.08, 95% CI [-0.02, 0.18]) HR practices significantly predicted resource seeking job crafting behaviours. Due to this, none of the hypotheses are confirmed by the data. One may, however, also note that the control variable level of education is a significant predictor (b = 0.09, 95% CI [0.01, 0.16]) of resource seeking behaviour. Furthermore, gender, which is also a control variable, is also found to be a significant predictor (b = -0.22, 95% CI [-0.44, -0.01]). As women were coded 0 and men were coded 1, men can be seen to display more resource seeking behaviours. This can be illustrated further in Table 4. 27

29 Table 4 Direct effect of HR practices on Seeking Resources Job Crafting Behaviour. Seeking Resources Antecedent B SE LLCI ULCI Constant Accommodative HR practices Developmental HR practices Maintenance HR practices Utilisation HR practices Gender Age (in years) Level of education Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The indirect effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile. Hypothesis 2c and 2d expected developmental and utilisation HR practices to positively affect challenge seeking job crafting behaviours. The other HR practices were not expected to influence challenge seeking behaviours. The model was found to be significant (r 2 =.18, F (9,119) = 2.92, p <.01), however, neither utilisation (b = 0.08, 95% CI [-0.09, 0.25]) nor developmental (b = 0.07, 95% CI [-0.08, 0.22]) HR practices were found to have a significant effect on challenge seeking job crafting behaviours. Due to this hypotheses 2c and 2d were not supported and, therefore, rejected. The other HR practices, accommodative (b = 0.06, 95% CI [-0.08, 0.20]) and maintenance (b = -0.03, 95% CI [-0.15, 0.09]) were also not found to have a significant effect on challenge seeking job crafting behaviours. As with resource seeking behaviour, the control variable level of education can be seen to be a significant predictor (b = 0.15, 95% CI [0.02, 0.27]) of challenge seeking behaviour. This is shown in Table 5 presented below. 28

30 Table 5 Direct effect of independent variable on mediator 2 model. Seeking Challenges Antecedent B SE LLCI ULCI Constant Accommodative HR practices Developmental HR practices Maintenance HR practices Utilisation HR practices Gender Age (in years) Level of education Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The indirect effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile. Hypotheses 2e and 2f stated that accommodative and utilisation HR practices would be positively related to demand reducing job crafting behaviours. The other HR practices were not expected to influence demand reducing behaviours. The model created, however, was not significant (r 2 =.09, F (9,119) = 1.32, p >.05) meaning that the HR practices do not predict demand reducing behaviours. Hypotheses 2e and 2f were, therefore, unsupported by the data as can be seen in Table 6 below. 29

31 Table 6 Direct effect of independent variable on mediator 3 model. Reducing Demands Antecedent B SE LLCI ULCI Constant Accommodative HR practices Developmental HR practices Maintenance HR practices Utilisation HR practices Gender Age (in years) Level of education Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The indirect effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile. IV.IV. Direct Relationship between Job Crafting Behaviours and Employees Motivation at Work The following step of the analysis is to assess the second part of the indirect relationship, namely that between job crafting behaviours and motivation at work (shown in Figure 2 as all paths with the letter b). Hypotheses 3a, 3b and 3c predicted seeking resources, seeking challenges and reducing demands to be positively related to individuals motivation at work. Looking back at the first model, one remembers it was not significant (r 2 =.12, F(10,118) = 1.64, p >.05). This means that the three job crafting behaviours do not significantly predict motivation at work. Hypotheses 3a, 3b and 3c are, therefore, not supported by the data and consequently rejected. Further data on this can be found in Table 7 shown below. 30

32 Table 7 Direct effect of mediators on dependent variable. Motivation at work Antecedent B SE LLCI ULCI Constant Seeking Resources Seeking Challenges Reducing Demands Gender Age (in years) Level of education Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The indirect effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile. IV.V. Indirect Relationship between Human Resource Practices and Employees Motivation at Work through Job Crafting Behaviours Testing the direct and indirect paths and concluding that neither was significant as HR practices were not found to significantly predict motivation at work (the direct path) neither were job crafting behaviours found to significantly predict motivation at work (the second part of the indirect path). Due to this job crafting behaviours are not expected to mediate the relationship between HR practices and employees motivation at work. To fully complete the procedure of checking for mediation, however, the role of job crafting behaviours as mediator of the relationship between HR practices and motivation at work was assessed even though no result was expected. As stated before, 0 should not fall between the lower or upper bootstrap confidence intervals. Resource seeking (95% CI [-0.01, 0.04]), challenge seeking (95% CI [- 0.01, 0.05]) and demand reducing (95% CI [-0.02, 0.03]) job crafting behaviours were not found to significantly mediate the relationship between accommodative HR practices and 31

33 employees motivation at work. Similarly, the relationship between developmental HR practices and individuals motivation at work was not significantly mediated by resources seeking (95% CI [-0.05, 0.01]), challenge seeking (95% CI [-0.01, 0.06]) or demand reducing (95% CI [-0.01, 0.03]) job crafting behaviours. Resource seeking (95% CI [-0.04, 0.01]), challenge seeking (95% CI [-0.03, 0.01]) and demand reducing (95% CI [-0.03, 0.02]) behaviours were likewise not found to significantly mediate the relationship between maintenance HR practices and motivation at work. Finally, the relationship between utilisation HR practices and motivation at work was not significantly mediated by resource seeking (95% CI [-0.06, 0.01]), challenge seeking (95% CI [-0.01, 0.06]) or demand reducing (95% CI [- 0.02, 0.01]) job crafting behaviours. It can, therefore, as expected be concluded that job crafting behaviours do not mediate the relationship between HR practices and employees motivation at work. Hypothesis 4a can, consequently, be rejected. This information has been represented in Table 8. 32

34 Table 8 Indirect effect of accommodative, developmental, maintenance and utilisation HR practices on motivation at work through job crafting. Job Crafting Behaviours Confidence level of 95% for confidence intervals B SE LLCI ULCI Accommodative HR practices Resource Seeking Challenge Seeking Demand Reducing Developmental HR practices Resource Seeking Challenge Seeking Demand Reducing Maintenance HR practices Resource Seeking Challenge Seeking Demand Reducing Utilisation HR practices Resource Seeking Challenge Seeking Demand Reducing Note. Unstandardised regression coefficients are reported. Bootstrap sample size: 5,000. The indirect effect is significant when the confidence interval does not contain zero. SE = standard error; LLCI = lower level of the confidence interval using a 95% bootstrap percentile; ULCI = upper level of the confidence interval using a 95% bootstrap percentile. 33

35 V. Conclusion and Discussion V.I. Discussion This research aimed to examine how different HR practices, developed by Kooij et al. (2014) affect individuals motivation at work. Furthermore, the second purpose of this study was to ascertain whether job crafting behaviours, developed by Petrou et al. (2013), mediated this relationship. The overall purpose of this study was to answer the research question: To what extent do organisational HR practices influence employees motivation at work, and how do job crafting behaviours mediate this relationship? It was hypothesised that the altering of hindrance and challenge demands as well as job resources would allow accommodative, developmental, maintenance and utilisation HR practices to increase individuals motivation at work (Kooij et al., 2014; Lepine et al., 2005; Pak et al., in progress; Schaufeli & Bakker, 2004). None of the hypotheses were supported by the data. The fact that the HR practices had a non-significant effect on motivation at work may be attributed to the fact that HR practices must be interpreted by individuals. Previously conducted research has shown that organisational commitment, culture and manner of communication affect how HR practices are interpreted (Gardner, Moynihan, Park, & Wright, 2001; Lau & Ngo, 2004; Nishii et al., 2007). When HR practices are interpreted differently by individuals than they were intended by management they may elicit different consequences than management anticipated. Different interpretations of the HR practices, however, could not be included in this research as only the presence of HR practices was measured. There is a discussion concerning the method of measuring HR practices in the literature (Berk & Kaše, 2010). This is important as a difference in HR practice measurement yields various results, with the discrepancy being larger when HR practices are bundled together (Bamberger & Meshoulam, 2000). Future research could possibly focus on a method of measurement that includes individuals interpretations. Finally, one must also keep in mind that the reliabilities of three of the HR practices, developmental, maintenance and utilisation were low. A low reliability means that the scores in the scale are spread out (McMillan, 2008). The strength of the relationship found between the different HR practices and motivation at work will be affected by the low reliabilities of the different HR scales. 34

36 Additionally, one may attribute the lack of significant relationships between HR practices and motivation at work to the lack of use of the HR practices. All four of the HR practices in the different HR bundles were barely used as can be seen by the means. Due to the lack of HR practices used, the effect they had on motivation could not be properly assessed. Whilst this could have been because the HR bundles developed by Kooij et al. (2014) were originally intended for older employees and this could not be said of the respondents, this was not found to be the case. As stated before, the control variable age was not found to correlate significantly with any of the HR practices, however, the control variable level of education was. Level of education significantly correlated positively with two of the HR practices, accommodation and maintenance. Future research, however, could focus on the relationship between HR practices and motivation at work by assigning different groups of individuals increasing numbers of HR practices and analysing the effect this may have on the motivation of individuals. In the same way that HR practices were hypothesised to alter individuals motivation at work, through altering challenge and hindrance demands as well as job resources, job crafting behaviours were expected to affect motivation at work. As stated above resource seeking, challenge seeking and demand reducing job crafting behaviours were expected to increase motivation at work (Demerouti et al., 2001; Lepine et al., 2005; Petrou et al., 2012). This, however, was not the case and may have been due to a discrepancy in the literature. The reasoning behind the hypotheses was partly based on Demerouti s (2001) argument that individuals who job craft, regardless of the type of job crafting behaviour, affect their motivation positively as they change aspects of their jobs to fit their own personal needs. This, however, is not in accordance with literature by Petrou et al. (2012), who state that whilst reducing demands job crafting behaviour may be able to combat the possible negative effects job demands may have on an individual, the motivation of the employee will be effected negatively. Additionally, the low reliabilities of two of the job crafting behaviours, seeking resources and reducing demands may have been part of the reason why these relationships were not found. As stated above, the less reliable the scale is, the lower the strength of the relationship is. Furthermore, as stated before, whilst job crafting has become increasingly common, the consequences of these actions are still under-researched (Demerouti, 2014). Further research is necessary to aid the understanding of the effects of job crafting. 35

37 Furthermore, it was hypothesised that companies signal to employees to job craft in accordance with the HR practices implemented (Den Hartog et al., 2004). Developmental and maintenance HR practices were hypothesised to be positively related to resource seeking behaviours, developmental and utilisation HR practices to be positively related to challenge seeking behaviours and accommodative and utilisation HR practices to be positively related to demand reducing behaviour. The fact that none of the relationships were found might be attributed to the fact that the act of job crafting requires personal initiative (Tims, Bakker, & Derks, 2013). This means that individuals must make the personal choice to craft their job (Petrou et al., 2012). HR practices may provide the individual with the signal that job crafting is permitted by the organisation, however the individual must still make the choice whether to job craft. If an employee decides not to job craft, HR practices will have very little effect on the behaviour of the individual. Furthermore, this research only measured the presence of HR practices and earlier research measured HR practices in different manners. As the method of measurement is vital to the result produced one may expect differences in findings due to the difference in measurement of HR practices (Bamberger & Meshoulam, 2000). Additionally, the reliabilities of three of the HR practices, developmental, maintenance and utilisation, and two of the job crafting behaviours, seeking resources and reducing demands, were low. As stated above, low reliabilities decrease the strength of the relationship between variables. Not only could low reliabilities have been the cause of the lack of significant relationships between HR practices and job crafting behaviours, as gender also significantly predicted resource seeking behaviours. Men were found to seek more resources compared to women. No earlier research was found documenting gender influencing the use of the job crafting behaviours developed by Pertrou et al. (2012). Furthermore, another explanation as to why none of the hypotheses regarding the relationship between HR practices and job crafting behaviours were found could be because level of education significantly predicted both resource and challenge seeking job crafting behaviours. This is in accordance with earlier research, which found a higher level of education to provide individuals with more opportunity to job craft (Wrzesniewski & Dutton, 2001). If employees are not provided the opportunity to job craft, HR practices would have no effect on job crafting behaviours. Future research could further explore the relationship between HR practices and job crafting behaviours by assigning different groups various increasing numbers of HR practices and analysing the effect this produces on job crafting behaviours exhibited by employees. 36

38 Finally, job crafting behaviours were hypothesised to mediate the relationship between HR practices and employees motivation at work. The lack of a relationship found between HR practices and motivation at work mediated by job crafting may be attributed to the low reliabilities found for most of the scales used in this research. Nevertheless, the fact that this relationship was not found may also be attributed to the case that both HR practices and job crafting behaviours influence employee motivation at work separately (Demerouti et al., 2001), Kooij et al., 2014; Lepine et al., 2005; Schaufeli & Bakker, 2004). Whilst both HR practices and job crafting behaviour may influence employees motivation at work they might not influence motivation through one another. One must remember that job crafting is a personal decision and whilst individuals may be provided HR practices that signal to employees that job crafting is permitted, individuals must personally take the initiative to acknowledge these signals and act upon them (Petrou et al., 2012; Tims, Bakker, & Derks, 2013). It may, therefore, simply be the case that HR practices allow organisations to influence employees motivation at work whereas job crafting behaviours allow employees to alter their own motivation. V.II. Limitations and Suggestions for Future Research A number of limitations can be identified in relation to this study. The first limitation is the lack of respondents that completed the questionnaire. Whilst 227 individuals started the questionnaire only 129 responses completed it and could be used during the analysis of this research. This sample size is small, therefore decreasing the power of the research s statistical analyses. One of the reasons the sample size may have been small is due to the length of the questionnaire, which took respondents roughly 12 minutes. Whilst this is not considered long, many of the respondents stated they found the questionnaire to take up much of their time. According to previous research, shorter questionnaires are more likely to be completed compared to long questionnaires (Nulty, 2008). A suggestion is therefore made to repeat the research with a shorter questionnaire and more participants. One way to increase the number of respondents may be to conduct paper-based research instead of online research, as paperbased research has been found to produce a higher response rate (Nulty, 2008). Secondly, the method of data collection could have been improved upon by using random selection. When employing random sampling the respondents are expected to reflect the population from which they come (Weinberg & Abramowitz, 2008). This, however, is not the case as random sampling has not been used and so this research cannot be considered a representation of Dutch employees. The current respondents were comprised of mostly highly educated individuals and the relationship between HR practices and motivation, mediated by 37

39 job crafting behaviours was found to be affected by this. Two recommendations for future research can, consequently, be made. Firstly, this research should be repeated using random sampling so that insight into a representation of Dutch employees may be gained. Secondly, future research should further explore how level of education affects the relationship between HR and job crafting. A third limitation that should be taken into consideration when reading through this thesis is the cross-sectional nature of the research, as no change can be observed (Hofer, Sliwinski, & Flahertya, 2002). This research is, therefore, limited to one moment in time. Future research would benefit from conducting a longitudinal study so that the effect HR practices and job crafting behaviours have on motivation can be tracked over time. One must also keep in mind that the quantitative nature of this research has some drawbacks (Creswell, 2013). Whilst this research found men to perform more resources seeking job crafting behaviours compared to women, the reasons why this is the case remains unclear. A recommendation is made, therefore, for future research to qualitatively analyse the relationship between gender and resource seeking job crafting behaviours. By combining qualitative and quantitative research a broader perspective is obtained (Creswell, 2013). The final limitation that can be identified is the possible issue of social desirability. Due to the fact that other characteristics are often associated with motivation, individuals may alter their answers (Antin & Shaw, 2012). In this research individuals may have increased their motivation at work to appear more involved in their work. One must keep in mind that social desirability can never be completely ruled out. As motivation at work was not found to be influenced by the different HR practices, nor by the job crafting behaviours, future research could focus on uncovering why these predictors did not influence motivation at work when earlier research did. V.III. Practical Implications Although there are limitations to this research, some practical implications can be drawn from the significant relationships found. None of the HR practices were found to significantly predict job crafting behaviours. One may, consequently, understand individuals that are offered HR practices to not alter their jobs due to this. Companies may be able to use this information in trying to find other methods of aiding employees in job crafting. A second practical implication that can be drawn from this research is based on the relationship found between an individual s level of education and the amount this individual job crafts, more specifically seeks resources and challenges. Companies would be able to use 38

40 this information during the hiring process, selecting individuals on a high or low level of education depending on whether they require an individual who barely or often job crafts. Companies may also be able to use this information to provide individuals with a high level of education more opportunity to job craft as this may result in the individual taking on more responsibilities. V.IV. Conclusion The research results suggest that none of the HR practices are an indicator of job crafting behaviours. A more important predictor of job crafting behaviours was, however, found to be the highest level of education an individual has obtained. Furthermore, gender was also found to significantly predict job crafting behaviour. This research did not discover any significant relationships between HR practices and motivation at work, nor were any significant relationships found between job crafting behaviours and individual motivation at work. Additionally, this research did not discover job crafting behaviours to mediate the relationship between HR practices and employee s motivation at work. More research should, therefore, be conducted to understand the antecedents of motivation at work, as work motivation is an important predictor of job performance, job satisfaction, organisational citizenship behaviour as well as employee retention. More research could, consequently, aid organisations reach both business-related goals and outcomes. 39

41 The only thing standing between you and your goal is the [nonsense] story you keep telling yourself as to why you can t achieve it. - Jordan Belfort, The Wolf of Wall Street 40

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46 Oldman, G., R., & Hackman, J., R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organizational Behavior, 31(2), doi: /job.678. Osman, A., Othman, Y. H., Rana, S. M. S., Solaiman, M., Lal, B. (2015). The Influence of Job Satisfaction, Job Motivation & Perceived Organizational Support towards Organizational Citizenship Behavior (OCB): A Perspective of American-Based Organization in Kulim, Malaysia. Asian Social Sciences, 11(2), 1-9. doi: /ass.v11n21p. Pak, K., Kooij, T. A. M., De Lange, A. H., & Van Veldhoven, M. J. P. M. (in progress). HR practices and the ability, motivation and opportunity to continue working: a review of quantitative studies. Pallant, J. (2013). SPSS survival manual: A step by step guide to data analysis using SPSS (5th ed.). London, UK. McGraw-Hill International. Parker, J. D., & Endler, N. S., (1996). Coping and defense: A historical overview. In M. Zeidner, & N. S. Endler (Eds.), Handbook of coping: Theory, research, applications (pp. 3 23). New York, NY: John Wiley & Sons Ltd. Paullay, I.M., Alliger, G.M. & Stone-Romero, E.F. (1994). Construct validation of two instruments designed to measure job involvement and work centrality. Journal of applied psychology, 79(2), doi: / Petrou, P., Demerouti, E., Peeters, M. C. W., Schaufeli, W. B., & Hetland, J. (2012). Crafting a job on a daily basis: Contextual correlates and the link to work engagement. Journal of Organizational Behavior, 33(8), doi: /job Phillips, D. R., & Sui, O. (2012). Global aging and aging workers. In J. W. Hedge & W. C. Borman (Eds.), The Oxford handbook of work and aging (pp ). New York: Oxford University Press. Richer, S. F., Blanchard, C., & Vallerand, R. J. (2002). A Motivational Model of Work Turnover. Journal of Applied Social Psychology, 32(10), doi: /j tb02065.x Salanova, M., & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behaviour. The International Journal of Human Resource Management, 19(1), doi: / Schaufeli, W. B. (2011). Duurzaamheid vanuit psychologisch perspectief: een kwestie van 'fit'. In Schouten & Nelissen (Eds.), Ten minste houdbaar tot. Over de urgentie van duurzame inzetbaarheid in Nederland. Uitgeverij Thema, Zaltbommel. Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behavior, 25(3), doi: /job

47 Scorsese, M. (Director). (2013). The Wolf of Wall Street [Motion picture]. America: Paramount Pictures. Siegrist, J., Wahrendorf, M., von dem Knesebeck, O., Jürges, H., & Börsch-Supan, A. (2007). Quality of work, well-being, and intended early retirement of older employees baseline results from the SHARE Study. European Journal of Public Health, 17(1), doi: /eurpub/ckl084. Slemp, G. R., Kern, M. L., & Vella-Brodrink, D.A. (2015). Workplace Well Being: The Role of Job Crafting and Autonomy Support. Psychology of Well-Being, 5(7). doi: /s y. Smith, D. B., & Shields, J. (2012). Factors Related to Social Service Workers' Job Satisfaction: Revisiting Herzberg's Motivation to Work. Administration in Social Work, 37(2), doi: / Spence, M. (1973). Job Market Signalling. The Quarterly Journal of Economics, 87(3), doi: / Springer, G. J. (2010). Job Motivation, Satisfaction and Performance Among Bank Employees: A Correlational Study. (Dissertation). Retrieved from: Taylor, P., & Earl, C. (2016). The social construction of retirement and evolving policy discourse of working longer. Journal of Social Policy, 45(2), doi: /S Tims, M., Bakker, A. B., & Derks, D. (2012). Development and validation of the job crafting scale. Journal of Vocational Behavior, 80(1), doi: /j.jvb Tzeng, H. M. (2002). The influence of nurses working motivation and job satisfaction on intention to quit: an empirical investigation in Taiwan. International Journal of Nursing Studies, 39(8), doi: /S (02) Van Dalen, H. P., & Henkens, K. (2016). Why demotion of older workers is a no-go area for managers. The International Journal of Human Resource Management, 25, doi: / Van Vuuren, T., Caniëls, M.C.J., & Semeijn, J.H. (2011). Duurzame inzetbaarheid en een leven lang leren. Gedrag & Organisatie, 24(2), Retrieved from en_leven_lang_leren. Wang, H., Demerouti, E, & Bakker, A. B. (2016). A Review of Job Crafting Research. In S. K. Parker & U. K. Bindl (Eds.), Proactivity at Work: Making Things Happen in Organisations (pp ). New York, NY: Routledge, Taylor & Francis Group. Weinberg, S. L., & Abramowitz, S. K. (2008). Statistics Using SPSS: An Integrative Approach (2nd ed.). Cambridge University Press. 46

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49 VII. Appendixes VII. I. Appendix I: Online questionnaire Q49 Beste meneer/mevrouw,op dit moment volgen wij de Master Human Resource Studies aan de Universiteit van Tilburg. Voor deze Master zijn wij bezig met onze scriptie, waarin wij onderzoek doen naar de verschillende effecten van HR activiteiten op de employability (inzetbaarheid) en motivatie van medewerkers.om dit onderzoek goed uit te kunnen voeren hebben wij uw hulp nodig. Wij zouden het daarom zeer op prijs stellen als u deze enquête wilt invullen.het invullen van de enquête neemt ongeveer 10 minuten in beslag. De antwoorden zijn op basis van volledige anonimiteit en zullen vertrouwelijk worden behandeld.mocht u vragen hebben over de vragenlijst of geïnteresseerd zijn in de resultaten van het onderzoek kunt u met een van ons contact opnemen. Alvast heel erg bedankt!met vriendelijke groet, Denise van Adrichem en Madelon Bijlaart Q54 Bent u ZZP-er, is uw huidige baan een bijbaan, een stage, omvat het vrijwilligerswerk of bedraagt deze minder dan 12 uur per week? m Ja (1) m Nee (2) Display This Question: If Bent u ZZP-er, is uw huidige baan een bijbaan, een stage, omvat het vrijwilligerswerk of bedraagt... Ja Is Selected Q62 Hartelijk dank voor het willen invullen van deze enquete, maar helaas voldoet u niet aan de eis van een volledige baan.mocht u ons verder willen helpen, vragen wij u vriendelijk onderstaande link te delen: u nog vragen of wilt u meer weten, schroom dan niet om contact op te nemen met Denise of Madelon. Met vriendelijke groet en nogmaals bedankt,denise van Adrichem en Madelon Bijlaart Condition: Hartelijk dank voor het wil... Is Displayed. Skip To: End of Survey. Q52 Wat is uw geslacht? m Man (1) m Vrouw (2) Q50 Wat is uw leeftijd? 48

50 Q51 Wat is uw hoogst genoten opleiding? Als u momenteel bezig bent met een opleiding, kies dan voor het hoogst behaalde diploma. m Basisonderwijs / Lagere School (1) m LBO / VBO / VMBO (2) m Middelbaar Beroepsonderwijs (MBO) (3) m Hoger Voortgezet Onderwijs (Havo of VWO) (4) m Hoger Beroepsonderwijs (HBO) (5) m Universitaire Bachelor (6) m Master (7) m PHD (8) Q66 In welke sector bent u werkzaam? Q41 Emotionele belasting Nooit (1) Soms (2) Vaak (3) Altijd (4) Is uw werk emotioneel zwaar? (1) Wordt u in uw werk met dingen geconfronteerd die u persoonlijk raken? (2) Heeft u in uw werk contacten met lastige klanten of patiënten? (3) Moet u voor uw werk mensen kunnen overtuigen of overreden? (4) Komt u door uw werk in aangrijpende situaties terecht? (5) m m m m m m m m m m m m m m m m m m m m 49

51 Q42 Mentale belasting Moet u erg precies werken? (1) Vereist uw werk dat u er steeds bij moet nadenken? (2) Vereist uw werk dat u er voortdurend uw aandacht bij moet houden? (3) Vereist uw werk grote zorgvuldigheid? (4) Nooit (1) Soms (2) Vaak (3) Altijd (4) m m m m m m m m m m m m m m m m Q43 Lichamelijke belasting Nooit (1) Soms (2) Vaak (3) Altijd (4) Heeft u tijdens het werk veel hinder van tillen of sjouwen? (1) Vindt u uw werk lichamelijk erg inspannend? (2) Vereist uw werk lichaamskracht? (3) m m m m m m m m m m m m 50

52 Q40 Job Resources Mijn baan vereist dat ik nieuwe dingen leer (1) In mijn baan komen steeds dezelfde kortdurende werkzaamheden voor (2) Mijn baan vereist dat ik creatief ben (3) Mijn baan biedt mij de ruimte veel beslissingen zelf te nemen (4) Mijn baan vereist een hoge mate van vakbekwaamheid (5) Ik heb in mijn werk erg weinig vrijheid om te beslissen hoe ik mijn werk doe (6) Ik krijg op mijn werk heel veel verschillende dingen te doen (7) Ik heb veel mogelijkheden om mee te beslissen over wat er in mijn werk gebeurt (8) Ik heb de gelegenheid eigen vakbekwaamheid te ontwikkelen (9) Helemaal oneens (1) Oneens (2) Neutraal (3) Eens (4) Helemaal eens (5) 51

53 Mijn chef heeft oog voor het welzijn van zijn/haar medewerkers (10) Mijn chef besteedt aandacht aan wat ik zeg (11) Mijn chef helpt het werk gedaan te krijgen (12) Mijn chef slaagt er in om mensen te laten samenwerken (13) Mijn collega's zijn goed in hun werk (14) Mijn collega's zijn in mij geïnteresseerd (15) Mijn collega's zijn vriendelijk (16) Mijn collega's helpen het werk gedaan te krijgen (17) 52

54 Q70 HR activiteiten - behoud regelingen Flexibele arbeidsvoorwaarden (1) Ergonomische aanpassingen van de werkplek (2) Gebruikt in het afgelopen jaar Ja (1) Nee (2) Pay for performance (3) m m Verkorte werkweek (4x9) (4) m m Beoordelingsgesprekken (5) m m Flexibele werktijden (6) m m Vanuit huis werken (7) m m Q72 HR activiteiten - benut regelingen m m Gebruikt in het afgelopen jaar m m Ja (1) Nee (2) Inspraak (1) m m Horizontale functieverandering (andere functie, zelfde schaalniveau) (2) Taakverrijking (functieuitbreiding met nieuwe uitdagende taken, bijv. coachen van jongere collega) (3) Tweede carrière (4) m m m m m m Q74 HR activiteiten - ontwikkelregelingen Gebruikt in het afgelopen jaar Ja (1) Nee (2) Carriere planning (1) m m Permanente ontwikkeling in de functie (2) Regelmatige training of scholing (3) Promoties (4) m m m m m m 53

55 Q76 HR activiteiten - ontzie regelingen Gebruikt in het afgelopen jaar Ja (1) Nee (2) Parttime werken (1) m m Vervroegd pensioen (2) m m Vrijstelling van overwerken (3) Demotie (andere functie, lager schaalniveau) (4) (Langdurige) loopbaanonderbreking (sabbatical, levensloop) (5) Extra verlof (buitengewoon verlof, zorgverlof) (6) Verminderde werkbelasting (7) m m m m m m m m m m 54

56 Q46 Person-organization fit Helemaal oneens (1) De dingen die ik belangrijk vind in het leven lijken veel op de dingen die mijn organisatie belangrijk vindt (1) Mijn persoonlijke waarden komen goed overeen met de waarden en cultuur van mijn organisatie (2) De waarden en cultuur van mijn organisatie bieden een goede fit met de dingen die ik belangrijk vind in het leven (3) Oneens (2) Neutraal (3) Eens (4) Helemaal eens (5) 55

57 Q47 Needs-supplies fit Helemaal oneens (1) Dat wat mijn baan biedt komt sterk overeen met waar ik naar zoek ik een baan (1) De eigenschappen waar ik naar zoek in een baan zijn zeer goed vervuld in mijn huidige baan (2) Mijn huidige baan biedt mij zo goed als alles wat ik wil van een baan (3) Oneens (2) Neutraal (3) Eens (4) Helemaal eens (5) 56

58 Q48 Demands-abilities fit Helemaal oneens (1) Er is een goede aansluiting tussen mijn capaciteiten en opleiding en de vereisten van mijn baan (1) Mijn persoonlijke capaciteiten en opleiding sluiten goed aan bij datgene wat mijn baan van mij vraagt (2) Oneens (2) Neutraal (3) Eens (4) Helemaal eens (5) 57

59 Q39 Job crafting Ik vraag anderen om feedback over mijn prestaties (1) Ik vraag collega's om advies (2) Ik vraag mijn leidinggevende om advies (3) Ik probeer nieuwe dingen te leren op mijn werk (4) Ik vraag om meer taken als ik mijn werk af heb (5) Ik vraag om meer verantwoordelijkheden (6) Ik vraag om meer ongebruikelijke taken (7) Ik probeer ervoor te zorgen dat mijn werk emotioneel minder intensief is (8) Ik zorg ervoor dat mijn werk fysiek minder intensief is (9) Ik probeer de complexiteit van mijn werktaken te simplificeren (10) Nooit (1) Bijna nooit (2) Soms (3) Redelijk vaak (4) Vaak (5) 58

60 Q24 Balans Mijn werk en privéleven zijn... in balans (1) Mijn werkinspanningen zijn... in verhouding met wat ik er voor terug krijg (primaire en secundaire arbeidsvoorwaarden, werkplezier) (2) De tijd die ik besteed aan mijn werk en loopbaanontwikkeling enerzijds, en mijn persoonlijke ontwikkeling en ontspanning anderzijds, is... evenwichtig verdeeld (3) De mate waarin ik gericht ben op het bereiken van mijn eigen werkdoelen is... in balans met de mate waarin ik collega s ondersteun (4) Helemaal niet (1) Nauwelijks (2) In niet zo'n sterke mate (3) In tamelijk sterke mate (4) In sterke mate (5) In zeer sterke mate (6) m m m m 59

61 Q26 Anticipatie Ik ben in het afgelopen jaar... actief bezig geweest met het verkennen van aangrenzende gebieden om te zien waar succes geboekt zou kunnen worden (1) Ik besteed... bewust aandacht aan het toepassen van door mij nieuw verworven kennis en vaardigheden (2) Ik heb in het afgelopen jaar... met mijn werk, aangesloten bij de nieuwste ontwikkelingen op mijn gebied (3) Ik besteed... tijd aan verbetering van die kennis en vaardigheden die mijn werk ten goede komen (4) Nooit (1) Zelden (2) Soms (3) Tamelijk vaak (4) Vaak (5) Zeer vaak (6) m m m m 60

62 Q27 Bedrijfsgevoel Ik ondersteun... de bedrijfsprocessen binnen mijn organisatie (1) In mijn werk neem ik... het initiatief om verantwoordelijkheden met collega s te delen (2) In mijn organisatie neem ik... deel aan het vormen van een gemeenschappelijke visie met betrekking tot waarden en doelen (3) Ik deel mijn ervaring en kennis... met anderen (4) Nooit (1) Zelden (2) Soms (3) Tamelijk vaak (4) Vaak (5) Zeer vaak (6) m m m m 61

63 Q28 Beroepsexpertise Zeer slecht (1) Ik was in het afgelopen jaar, over het algemeen,... in staat om mijn werkzaamheden secuur en met weinig fouten uit te voeren (1) Ik was in het afgelopen jaar, over het algemeen,... in staat om snel beslissingen ten aanzien van mijn werkaanpak te nemen (2) Ik ben over het algemeen... in staat om hoofden bijzaken te onderscheiden en prioriteiten te stellen (3) Ik acht mezelf in staat om de voors en tegens van bepaalde keuzes over werkmethoden, materialen en technieken op mijn gebied af te wegen en te beredeneren (4) Mijn vaardigheden zijn kwalitatief gezien van niveau (5) Tamelijk slecht (2) Niet zo goed (3) Tamelijk goed (4) Goed (5) Zeer goed (6) m m m m m 62

64 Q37 Flexibiliteit Ik pas me... aan veranderingen op mijn werkplek aan (1) Nooit (1) Zelden (2) Soms (3) Tamelijk vaak (4) Vaak (5) Zeer vaak (6) m Q38 Flexibiliteit Ik pas me... aan, aan ontwikkelingen binnen mijn organisatie (1) Q35 Flexibiliteit Ik speel over het algemeen... in op veranderingen in mijn werkomgeving (1) Zeer slecht (1) Tamelijk slecht (2) Niet zo goed (3) Tamelijk goed (4) Goed (5) Zeer goed (6) m Zeer langzaam (1) Tamelijk langzaam (2) Niet zo snel (3) Tamelijk snel (4) Snel (5) Zeer snel (6) m Q39 Flexibiliteit Zeer weinig gevarieerd (1) Ik streef ernaar dat mijn takenpakket is (1) Tamelijk weinig gevarieerd (2) Niet zo gevarieerd (3) Tamelijk gevarieerd (4) Gevarieerd (5) Zeer gevarieerd (6) m 63

65 Q40 Flexibiliteit Ik sta... tegenover veranderingen in mijn functie (1) Zeer negatief (1) Tamelijk negatief (2) Niet zo positief (3) Tamelijk positief (4) Positief (5) Zeer positief (6) m Q55 Motivatie om door te werken Zeer oneens (1) Onvoorziene omstandigheden daargelaten, zou ik tot na de pensioensgerechtigde leeftijd willen blijven werken (1) Als ik volledig vrij was om te kiezen, dan zou ik tot na de pensioensgerechtigde leeftijd willen blijven werken (2) Ik verwacht zo lang mogelijk te blijven werken (3) Oneens (2) Neutraal (3) Eens (4) Zeer eens (5) 64

66 Q56 Werk centraliteit Zeer oneens (1) De voornaamste voldoening in mijn leven komt van mijn werk (1) De meest belangrijke dingen die mij overkomen gebeuren op het werk (2) Ik heb andere activiteiten in mijn leven die belangrijker zijn dan mijn werk (3) Oneens (2) Enigszins oneens (3) Enigszins eens (4) Eens (5) Zeer eens (6) m m m 65

67 Q57 Ervaren leeftijdsdiscriminatie Zeer oneens (1) Persoonlijk heb ik nog nooit leeftijdsdiscriminatie ervaren in mijn baan (1) De mensen met wie ik samenwerk behandelen mij minder goed vanwege mijn leeftijd (2) Mijn directe leidinggevende behandelt mij minder goed vanwege mijn leeftijd (3) Oneens (2) Neutraal (3) Eens (4) Zeer eens (5) 66

68 Q58 Cultuur rondom langer doorwerken binnen mijn bedrijf Zeer Oneens (2) Neutraal (3) Eens (4) oneens (1) Binnen mijn bedrijf worden oudere werknemers gepasseerd voor promoties of interne vacatures (1) Binnen mijn bedrijf hebben oudere werknemers niet dezelfde kansen om trainingen te volgen tijdens werktijd (2) Binnen mijn bedrijf wordt de voorkeur gegeven aan jongere werknemers wanneer nieuwe uitrusting, activiteiten of werkmethoden worden geïntroduceerd (3) Binnen mijn bedrijf nemen oudere werknemers minder vaak deel aan ontwikkelgesprekken met hun leidinggevenden dan hun jongere collega s (4) Binnen mijn bedrijf krijgen oudere werknemers minder toename in loon dan hun jongere collega s (5) Zeer eens (5) 67

69 Binnen mijn bedrijf wordt van oudere werknemers niet verwacht dat ze in dezelfde mate deel nemen aan veranderprocessen en nieuwe werkmethoden dan hun jongere collega s (6) Q45 Belangrijke levensgebeurtenissen Heeft u in de afgelopen 12 maanden een ingrijpende negatieve levensgebeurtenis meegemaakt op uw werk? (bijvoorbeeld ongeluk, demotie etc.) (1) Heeft u in de afgelopen 12 maanden een ingrijpende negatieve levensgebeurtenis meegemaakt in uw privé situatie? (bijvoorbeeld overlijden van een dierbare) (2) Heeft u in de afgelopen 12 maanden een ingrijpende positieve levensgebeurtenis meegemaakt op uw werk? (bijvoorbeeld een promotie) (3) Heeft u in de afgelopen 12 maanden een ingrijpende positieve levensgebeurtenis meegemaakt in uw privé sfeer? (bijvoorbeeld de geboorte van een kind) (4) Ja (1) Nee (2) m m m m m m m m Q1 Ben u bereid vragen te beantwoorden over uw werkvermogen en ziekteverzuim? m Ja (1) m Nee (2) Condition: Nee Is Selected. Skip To: End of Block. 68

70 Q21 Welk soort taken verricht u in uw werk? m Voornamelijk geestelijk (1) m Voornamelijk fysiek (2) m Combinatie van geestelijk en fysiek (3) Q23 Als u aan uw werkvermogen in de beste periode van uw leven 10 punten geeft, hoeveel punten zou u dan aan uw werkvermogen op dit moment toekennen (0 betekent dat u momenteel geheel niet in staat bent om te werken)? Werkvermogen (1) Q12 Denkt u, uitgaande van uw huidige gezondheid, dat u over 2 jaar nog in staat bent uw huidige werk te kunnen uitvoeren? m Onwaarschijnlijk (1) m Misschien (2) m Zeer waarschijnlijk (3) Q13 Hoe beoordeelt u uw werkvermogen op dit moment in relatie tot de lichamelijke eisen van uw werk? m Zeer slecht (1) m Slecht (2) m Matig (3) m Goed (4) m Zeer goed (5) Q14 Hoe beoordeelt u uw werkvermogen op dit moment in relatie tot de psychische (geestelijke) eisen van uw werk? m Zeer slecht (1) m Slecht (2) m Matig (3) m Goed (4) m Zeer goed (5) Q63 Vormen aandoeningen, ziekten of verwondingen een beperking voor de uitoefening van uw werk (indien van toepassing kunt u bij deze vraag meer antwoordmogelijkheden selecteren)? q Er is geen beperking of ik heb geen aandoeningen, ziekten, klachten (1) q Ik kan mijn werk uitoefenen, maar ervaar daarbij wel enige klachten (2) q Ik moet 'soms' langzamer werken of mijn manier van werken veranderen (3) q Ik moet langzamer werken of mijn manier van werken veranderen (4) q Door mijn aandoening, ziekte of verwonding ben ik alleen in staat om part-time te werken (5) q Naar mijn mening, ben ik geheel niet in staat om te werken (6) 69

71 Q64 Hoeveel hele dagen heeft u de afgelopen 12 maanden in totaal niet kunnen werken als gevolg van gezondheidsproblemen? m 0 dagen (niet ziek geweest) (1) m 1-9 dagen (2) m dagen (3) m dagen (4) m dagen (5) Q65 Huidige gezondheidstoestand en ziekteverzuim Heeft u de laatste tijd plezier in uw gewone dagelijkse bezigheden? (1) Bent u de laatste tijd actief en fit? (2) Heeft u de laatste tijd vertrouwen in de toekomst? (3) Nooit (1) Zelden (2) Soms (3) Regelmatig (4) Altijd (5) Q59 Hartelijk dank voor het invullen van deze enquete. Mocht u ons verder willen helpen, vragen wij u vriendelijk onderstaande link te delen: u nog vragen of wilt u meer weten, schroom dan niet om contact op te nemen met Denise of Madelon. Met vriendelijke groet en nogmaals bedankt,denise van Adrichem en Madelon Bijlaart 70