Annet de Lange

HRM and Sustainability at Work

Agenda

1. Who we are

2. Research aims

3. Relevant project examples

2

3

Who we are

Lectorate HRM:

Researchers

Dr. Annet de Lange, Marc Gersen,

Dr. Etty Wielenga, Godelieve Hofstee,

Bouwe Smeding, Dr Marie-Elise van

der Ziel, Saskia Ponten, Arnoud van de

Ven, Dr. Brigitte Claessens, bachelor

and master students and various HR

professionals

4

Fina Financiering

ring

tekst

tekst

Knowledge

Networks

HAN

Education &

Research

Docent-

stages/gast-

docenten/int.

studenten

Students

Education

Teachers

Alumni-

netwerken

Alumni-

netwerken

Professorships,

Knowledge centers

Centres of Expertise,

Programming

Companies

Branches

Government

INTER

FACES

Applied

knowledge

in practice

Applied

knowledge

in education

Scientific work

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Dutch and American knowledge center

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Research aim HRM Research

(research) attention on the question:

Which HR practices, regulations and policies are

needed to develop and sustain a good work ability of

workers and to realize a high organizational

performance?

The introduction and testing of integrated HR-

concepts, approaches, methods and instruments used

to ensure optimal functioning of organisations are the

central themes of research in this area.

8

Research aims The research center Human Resource Management investigates relevant

questions as:

1. What are from a strategic point of view the underlying functions of

bundles of HR practices?

2. Which combination or type of HR practices can facilitate, restore or

enhance the (mis)fit between a worker and his or her environment?

3. What are the relations between HR practices, the perceived

psychological contract and sustainable work ability of workers?

4. Are there individual or group differences in perceptions and usage

of HR practices?

5. What is the role of supervisor communication in the perception and

usage of HR practices of their subordinate employees?

6. What are the chances and risks for sustainable work ability of the

introduction of E-HRM?

7. What are the benefits of using HR analytics to develop Human

Resource Management policies and decisions?

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Research framework Kooij, Jansen, Dikkers & De Lange (2010)

Age

H1 (+)

Figure 1 ‘Research framework’

Employee

experience of

HR practices

Work-related

attitudes

H3

K=83 studies

Development Maintenance Utilization Accommodative

Regular training

Continuous

development on

the job

Career planning

Promotion

Ergonomic adjustment

Flexible benefits or

workschedules

Performance pay

Compressed working

week

Performance appraisal

Task enrichment

Lateral job

movement

Participation

Second career

Reduced

workload

Additional leave

Demotion

Exemption from

shiftwork

Part time work /

retirement

Sabbatical

Early retirement

Meaningful HR bundles in relation to

aging (Kooij et al., 2010; Kooij et al., under review)

Strategic functions HR bundles

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Maintenance HR practices

Accomodative

HR practices

Development and Utilization HR

practices

Stabilizing P-E fit

(prevention)

Restoring P-E fit

(curation)

Realizing a new or improved P-E fit

(amplition)

P-E fit

HR

bundles

Function

Sustainability at work?

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1 Fit between changing worker

and his or her changing work

4 Sustainable

work

5 Supportive or

transformational leadership

2 Development, maintenance, utilization, and

accommodative HRM practices and bundles

3 Sustainable development of workers' skills,

health and motivation to

work

Macro and

organizational

context

Dutch information

handreikingdi.nl

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Ageing: Biological, Psychological, Social,

and Societal changes across the life-span

Chronological Age

Functional Age

Psychosocial Age

Organisational Age

Life-span Age

Calendar age Physical health Social

self perceptions: stereotypes

Job tenure Family status

operationalisations

Indicators

De lange et al., 2006

Pitfalls and chances?

Growth Loss

Self

Interpersonal

Physical reserves,

fluid intelligence

Emotion regulation,

experience, crystallized

intelligence

Career related

chances, negative

stereotyping

Seniority, positive

stereotyping,

autonomy

Regulation of intrapersonal

and interpersonal processes

De Lange, Schalk, van

der Heijden, 2012

Age and motivation to continue to work Kooij, De Lange, Jansen & Dikkers (2008; JMP)

Aging

Functional age Psychosocial age Organizational age Life-span age

Biological, psychological, social and societal changes across time

Chronological age

Motivation to continue to work

+/- - +/- - -

Tool for Supervisor-Employee to facilitate dialogue? De Lange et al. (2014)

Organisational Age Life span age

The employee

Needs of employees Learning and performing Combining work and private live

Core question to oneself ‘What are my competencies?’ ‘How do I want to live?’

Self management (preventive) Learning and development Organising one’s private life

Possible problem Job plateauing; job too easy, too difficult or ill-suited

Work-life imbalance

Coping (curative)

Searching for new tasks or a new job Learning to combine work and pri-vate live

The HR practices

Needs of employers The right person in the right job (compe-tent)

Dedicated employees (committed)

Core question of managers ‘What do you want to learn?’ ‘How is life at home?’

Management (preventive) Challenging work, development oppor-tunities

Flexible work hours, leave regula-tions, childcare

Possible risk Under-performance (Mental) absenteeism

Approach to problems (curative) Outplacement; training and education Additional leave; Specific social support

Employer branding Psychological contracts

Rousseau (1989): “The individual beliefs regarding the terms and conditions of a reciprocal exchange agreement between that focal person and another party.”

Perceived obligations

Obligation fulfillment

Employer Branding: Contract Evaluations

Contract Breach:

“The cognition that the organization

has failed to fulfill one of the elements

within the psychological

contract”

Meta-analysis: Bal, De Lange, Jansen & Van velde (2008; JVB)

– K=60 studies

– 62 samples

– Published and unpublished studies

Psychological contract breach -> outcomes

(affective commitment, job satisfaction, trust)

Differences

Trust and organizational commitment

Vs

Job satisfaction

– Increased tendency to focus on relationship

with organization

Example: 60plus cohort study

1. Background 60 plus cohort study

2. Theory on adjustment processes of bridge

workers

3. Method

4. Results

5. Discussion

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Background

Aim of 60 plus study:

to examine the processes that predict

successful adjustment to bridge

employment and continued work

participation in bridge employment

roles across 10 years (2011-2020)

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Definition Successful adjustment of bridge workers

(1) positive adaptation (i.e., a function of appropriately

managing the gains and losses associated with the

dynamics of the transition to a bridge employment role),

(2) maintenance of both physical and psychologically-based

aspects of work ability (e.g., successfully continuing to

manage job demands while maintaining high levels of actual

and perceived functional capacity; Ilmarinen & Tuomi, 2004),

(3) the perception and experience of continued success in

bridge employment roles.

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Rudolph, De Lange & Van der Heijden, 2014

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Sustained Work Performance Examples

Objective Indices: Production/Performance Data Waldman & Avolio (1986)

Active Work Participation (e.g., Development) Mauer (2001)

Participation in Bridgework Itself Zhan, Wang, Liu, & Shultz (2009) Subjective Indices Performance Ratings Murphy & Cleveland (1995)

Work Engagement Bakker, Sschaufeli, Leiter, & Taris (2008)

Work Ability Ilmarinen & Tuomi, 2004

Continuance Intentions Armstrong-Stassen & Ursel (2009)

Subjective Success Criteria Examples

Psychological Success Mirvis & Hall (1994)

Well-Being Kim & Moen (2002)

Life Satisfaction Shultz, Morton, & Weckerle (1998)

Perceived Success Baltes & Rudolph (2012)

Work ability and cognitive functioning

Rudolph, De Lange & Van der Heijden, 2014

Background: theory of successful adjustment

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Rudolph, De Lange & Van der Heijden, 2014

Development Maintenance

Regular training

Continuous development on the job

Career planning

Promotion

Flexible benefits or workschedules

Compressed working week

Performance appraisal

Meaningful bundles of HR practices

(Kooij et al., 2010)

Self-regulation and Aging

Short-term focus

Maintenance

and prevention

of losses

Long-term focus,

maximization of

gains Promotion

Prevention

Method

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2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

First 3 waves

collected

798 669 541

10 years in total, 9 waves with 1-year length time-lags

This presentation: 2011 and 2012

Included cohorts and panel group

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93,8% of panel

responded

from T2-T3

Baseline

response

rate 11.99%

Total population versus cohorts 2011, 2012, 2013 and panel group of workers.

Frequency (percentage)

Gender Total population

Cohort 2011 Cohort 2012 Cohort 2013 Panel 2011-2012

Panel 2012-2013

Male 4.887 (75) 430 (77,5) 323 (75,8) 219 (70,0) 180 (74,1) 169 (74,1) Female 1.651 (25) 125 (22,5) 103 (24,2) 94 (30,0) 63 (25,9) 59 (25,9) Total 6.538 (100) 555 (100) 426 (100) 313 (100) 243 (100) 228 (100)

Age distribution

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2011 Cohort (n = 555) Panel 2011-2012 (n = 243)

Age Groups Frequency Percentage Frequency Percentage

60-65 45 8.10% 20 8.20% 66-70 331 59.70% 157 64.60% 71-75 157 28.30% 57 23.50% 76-80 19 3.40% 9 3.70% 81-85 2 0.40% 0 0.00% Total 555 100.00% 243 100.00%

Included measures

Contextual factors:

T1 Leader member exchange: 7 items (Janssen & Van Yperen, 2004): My employer

believes I am competent (1 to a very small extent-7 to a very large extent; α=.95)

T1 Perceived HR bundles of practices (Kooij, 2010; 20 items) 4 flexibility practices

(α=.63) and 9 development practices (α=.93)

Intrapersonal resources:

T1 Self-regulation (Scale of Lockwood et al., 2002: 7 items prevention (α=.81) and 9

items promotion (α=.71))

Indicators of successful adjustment:

T2 Cognitive functioning: 25 items (e.g., Forgetting appointments; Broadbent DE, 1982,

α=.93)

T2 Work ability: 2 items measuring current work ability in relation to physical and

mental demands (Tuomi, K., Ilmarinen, J.,Jahkola, A., Katajarinne, L.,Tulkki, A., 1995;

α=.82)

Demographics: age and gender

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Perception of HR practices (Cohort 2011)

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Perception and use of HR practices among 65+’ers in 2011 Cohort.

Type of HR Practice Yes, and

I use it

Yes, but I

do not use

it

Not

available

I do not

know

Part-time work 64.50% 10.50% 12.60% 12.40% 4x9-hour work week 9.70% 26.80% 35.00% 28.50% Flexible start and end time of work day 39.30% 16.40% 28.80% 15.50% Working at home 18.00% 19.60% 44.10% 18.20% Additional leave options 14.40% 26.10% 34.40% 25.00% Long period of leave (e.g., sabbatical) 5.20% 26.30% 40.20% 28.30% Adjusted work circumstances (e.g., work adjustments) 6.10% 26.70% 39.10% 28.10% Functioning and development meeting with supervisor 19.30% 21.60% 32.30% 26.80% Permanent development within job 10.10% 22.50% 41.30% 26.10% Career supervision 5.90% 26.10% 42.70% 25.20% Regular training and education 15.70% 19.50% 40.90% 24.00% Options for promotion 6.10% 22.90% 45.60% 25.40% Demotion 1.60% 20.50% 47.90% 29.90% Horizontal job transfer 7.60% 20.90% 42.20% 29.40% Task enrichment 8.30% 20.70% 41.40% 29.50% Start of new career 4.50% 22.30% 42.90% 30.30% Possibilities for participating in organizational decision making

12.40% 20.50% 38.90% 28.10%

Note. Kooij (2010) Scale

Flexibility or maintenance

HR practices

Development HR

practices

Results panel T1-T2 Cognitive functioning

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Cognitive

functioning

Quality Leader

member

exchange

Time 2 Time 1

R R Square

Sig. F Change

,44 ,20 ,001

β=.20

Prevention focus

β=-.38

Promotion focus β=.17

Results panel T1-T2 Work ability

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Work ability

Quality Leader

member

exchange

Time 2 Time 1

R R Square

Sig. F Change

,40 ,17 ,006

β=.19

Prevention focus

β=-.27

Promotion focus β=.24

Conclusion

Contextual as well as intrapersonal

resources are related to indicators of

successful adjustment of 60 plus

workers

No significant effects of HR practices

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Discussion

Selective group of 60 plus workers

HR practices may predict stability in

work functioning across time (not

analyzed in the current study)

More in-depth analysis of complete

panel design data needed

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Nonetheless

Results reveal the importance of

positive relations between leaders and

their older subordinates to facilitate

sustainable work functioning across

time.

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Thank you for your attention

www.annetdelange.nl

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Type of employment

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2011 Cohort (n = 555) Panel 2011-2012 (n = 243)

Type of Employment Frequency Percentage Frequency Percentage

37+ Hours (i.e., Full Time) 33 5.90% 17 7.00% 22 – 36 Hours 53 9.50% 24 9.90% 14 – 21 Hours 162 29.20% 70 28.80% 0 – 13 Hours 207 55.30% 132 54.30% Total 555 100.00% 243 100.00%

Subjective health

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2011 Cohort (n=555) Panel (n=243)

How would you rate your healtha? Frequency Percentage Frequency Percentage

1 = Poor 1 0.2% 2 0.8%

2 = Reasonable 28 5.0% 12 4.9%

3 = Good 363 65.4% 155 63.8%

4 = Very Good 109 19.6% 53 21.8%

5 = Excellent 54 9.7% 21 8.6%

Total 555 100% 243 100%

Note. aSingle item measure.