Striking a Balance Between Work Effort and Resource Regeneration
In: Sustainability and Human Resource Management; CSR, Sustainability, Ethics & Governance, S. 155-180
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In: Sustainability and Human Resource Management; CSR, Sustainability, Ethics & Governance, S. 155-180
In: Tijdschrift voor arbeidsvraagstukken, Band 27, Heft 1
ISSN: 2468-9424
In: Management revue: socio-economic studies, Band 17, Heft 3, S. 274-291
ISSN: 1861-9908
In: Tijdschrift voor arbeidsvraagstukken, Band 28, Heft 1
ISSN: 2468-9424
In: Management revue: socio-economic studies, Band 22, Heft 2, S. 132-150
ISSN: 1861-9908
In: Economic and industrial democracy, Band 40, Heft 4, S. 954-975
ISSN: 1461-7099
This study examines and theorizes the effects of task challenge on skill utilization, affective wellbeing and intrapreneurial behaviour among civil servants through a real-life challenging assignment, which was part of a unique Dutch and Flemish bottom-up organized event called 'Train Your Colleague'. Results of a short-term longitudinal study indicate that, as expected, task challenge is positively related to skill utilization and intrapreneurial behaviour but, unexpectedly, not to affective wellbeing. These results suggest that challenging assignments may be important tools to enhance employees' skill utilization and intrapreneurial behaviour at the workplace. Implications for theory and practice are discussed.
This study examines directions for work redesign which might lead to the creation of sustainable jobs for lower-educated older workers (45 years or over, ISCED 0-2) and thus motivate and enable them to extend their working lives. We use longitudinal data on 1,264 older Dutch workers collected by the Netherlands Working Conditions Cohort Study to analyse the characteristics of the work of lower-educated older workers and how these differ from those of higher-educated older workers. The aim is to determine whether work redesign initiatives directed to these characteristics might have the desired effect of enhancing work ability and/or work motivation. This study is unique in its focus on lower-educated older workers as a target group for active ageing policies at the EU, national and company HR levels, and also in its focus on work redesign rather than the training or improvement of the health of workers. Our findings suggest that redesigning social work characteristics can be a first step in developing sustainable jobs for lower-educated older workers. Moreover, a redesign of contextual work characteristics also seems promising.
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In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 28, Heft 5, S. 631-645
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, S. 1-13
ISSN: 1464-0643
In: Tijdschrift voor arbeidsvraagstukken, Band 31, Heft 2
ISSN: 2468-9424
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 19, Heft 1, S. 76-101
ISSN: 1464-0643
In: European journal of work and organizational psychology: the official journal of The European Association of Work and Organizational Psychology, Band 28, Heft 3, S. 289-299
ISSN: 1464-0643
In: Bal , P M , Dóci , E , Lub , X , Van Rossenberg , Y G T , Nijs , S , Achnak , S , Briner , R B , Brookes , A , Chudzikowski , K , De Cooman , R , De Gieter , S , De Jong , J , De Jong , S B , Dorenbosch , L , Ghoreishi Galugahi , M A , Hack-Polay , D , Hofmans , J , Hornung , S , Khuda , K , Klamer , R , Mendy , J , Mol , S T , Navarro , J , Notelaers , G , Ossenkop , C , Pickett , J , Röllmann , L , Sanderson , Z , Sosnowska , J , Spanouli , A , Vantilborgh , T , Van Dijk , H & Van Zelst , M 2019 , ' Manifesto for the future of work and organizational psychology ' , European Journal of Work and Organizational Psychology , vol. 28 , no. 3 , pp. 289-299 . https://doi.org/10.1080/1359432X.2019.1602041
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
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In: Bal , P M , Dóci , E , Lub , X , Van Rossenberg , Y G T , Nijs , S , Achnak , S , Briner , R B , Brookes , A , Chudzikowski , K , De Cooman , R , De Gieter , S , De Jong , J , De Jong , S B , Dorenbosch , L , Ghoreishi Galugahi , M A , Hack-Polay , D , Hofmans , J , Hornung , S , Khuda , K , Klamer , R , Mendy , J , Mol , S T , Navarro , J , Notelaers , G , Ossenkop , C , Pickett , J , Röllmann , L , Sanderson , Z , Sosnowska , J , Spanouli , A , Vantilborgh , T , Van Dijk , H & Van Zelst , M 2019 , ' Manifesto for the future of work and organizational psychology ' , European Journal of Work and Organizational Psychology , vol. 28 , no. 3 , pp. 289-299 . https://doi.org/10.1080/1359432X.2019.1602041
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
BASE
This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (seewww.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is openand never"finished."It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties,such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.
BASE