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Human Resources Management and Sustainable Careers. International Conference Sustainable Employability: Challenges for HRM Innovation November 12, 2013 Judith Semeijn, Tinka van Vuuren & Monique Veld School of Management Open University in the Netherlands (OUNL). Contents. Context

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human resources management and sustainable careers

Human Resources Management and Sustainable Careers

International Conference Sustainable Employability: Challenges for HRM Innovation

November 12, 2013

Judith Semeijn, Tinka van Vuuren & Monique Veld

School of Management

Open University in the Netherlands (OUNL)

contents
Contents
  • Context
  • Concept of Sustainable Careers
  • HRM focus on sustainable outcomes?
  • Vitalizing HRM and Sustainable Careers
  • Recommendations for research
  • Considerations/questions for practice

HRM & Substainable Careers

context
Context
  • Aging workforce
  • Reduction of ‘senior’ arrangements in Collective Labour Agreements (CAO’s)
  • Low mobility of older employees
  • (less) younger workers, with different needs
  • In a continuous changing world of work (24/7), in search for a more sustainable future…

HRM & Substainable Careers

who has a sustainable career
Who has a sustainable career?

HRM & Substainable Careers

slide5

Sustainable labor participation: degree to which employees are willing and able to carry out their current and future work (Van Vuuren, 2012)

Vitality

Work ability

Employability

sustainable careers
Sustainable Careers
  • Career is the pattern of an individual’s work-related experiences acquired during the course of one’s professional life (Greenhaus, Callahan & Godshalk, 2010; Hall, 2002)
  • Sustainable Career is the pattern of an individual’s work-related experiences while remaining healthy, vital and employable during the course of one’s professional life
  • Sustainable Career refers to a sustainable labor market participation of an individual throughout his or her working life.

HRM & Substainable Careers

does hrm foster sustainable outcomes sustainable careers
Does HRM foster sustainable outcomes/sustainable careers?
  • HRM focus on organizationalinterest (profit by performance)
  • Research supports HRM influences performance (see research of e.g. Guest & Conway, 2011; Huselid, 1995, Boselie, Dietz, & Boon, 2005)
  • HRM also focus on people’s interest and societal interests (people, planet)
  • see e.g. Ehnert & Wes (2012), Paauwe (2009) but findings show this is not always the case (e.g., Kroon,Van der Voorde & Van Veldhoven, 2009)

HRM & Substainable Careers

focus vitalizing hrm individual level
Focus: Vitalizing HRM (individual level)
  • Not only focus on action/measures aimed at preventing wear and tear, dysfunction and absenteeism (Van Vuuren, 2012).
  • But also focus on action/measures aimed at strengthening psychological well being (Ouweneel, Schaufeli & Le Blanc, 2009), and analogous on strengtening work ability, vitality and employability of employees (Van Vuuren, 2012).

HRM & Substainable Careers

vitalizing hr activities based on amo model appelbaum et al 2000

Opportunity

Ability

  • Job/work security
  • Participation
  • Learning climate

Selection

Training

Remuneration

Annual appraisals

Motivation

  • Internal promotion
  • Coaching
  • Performance rewards
Vitalizing HR activities based on AMO model (Appelbaum et al, 2000)

HRM & Substainable Careers

a few known studies on relation perceived vitalizing hr and sustainable outcomes individual level
A few known studies... on relation perceived vitalizing HR and sustainable outcomes (individual level)
  • Dorenbosch, L. (2009): Management by Vitality; examining the ‘active’ well-being and performance outcomes of HPWS at the Work Unit Level.
  • Kooij, D. (2010): Motivating older workers; a life span perspective on the role of perceived HR practices
  • Caniëls, Semeijn & Van Vuuren (2011), Van Vuuren, Van der Meeren & Semeijn (2013), Veld, Semeijn & Van Vuuren (2013): aimed at the relation between perceived HRM and sustainable employability.

HRM & Substainable Careers

summary of findings 1
Summary of Findings (1)
  • Especially flexible internal personnel solutions, training and development, and horizontal & vertical mobility activities are beneficial (Dorenbosch, 2009)
  • Especially HR bundles aimed at learning and development of employees are profitable for workers’ motivation of all ages to have longer working lives (Kooij, 2010)

HRM & Substainable Careers

summary of findings 2
Summary of Findings (2)
  • Especially older workers can profit from HR practices aimed at LLL, for their employability and workability (Caniëls, Van Vuuren & Semeijn, 2011)
  • HR activities aimed at training and development are profitable for employability of different types of higher educated employees (Van Vuuren, Van der Meeren & Semeijn, 2013)
  • ....and seem to be a shared responsibility of both employer and employee (Veld, Semeijn & Van Vuuren, 2013)

HRM & Substainable Careers

conclusions
Conclusions
  • HRM can affect and contribute to sustainable outcomes for individuals and their careers
  • Findings indicate that employees who are supplied with and perceive vitalizing HR activities have better chances for more sustainable outcomes.
  • Possible dilemma or paradox for HRM; do we have to choose between performance or sustainable employability?

HRM & Substainable Careers

hrm dilemma
HRM dilemma?

HRM & Substainable Careers

recommendations for research
Recommendations for research
  • More research needed on (the combination of) performance outcomes and sustainable outcomes
  • Methodological issues for research development; a.o. multi-perspective, multi-level research, longitudinal designs both within- and cross-sectoral research, can add to further insights.
  • Findings for relation HR and sustainable careers still scarce (refer to longer term outcomes)

HRM & Substainable Careers

considerations questions for practice
Considerations/questions for practice
  • Reflection on priorities; what role do vitalizing HR practices play within the HR policy of organizations?
  • Research shows not all HR practices are vitalizing; some of these are more vitalizing than others. Do organizations take these into account?
  • Explicit HR attention for older workers is valuable, but is this already common sense in organizations?

HRM & Substainable Careers

further steps
Further steps…

HRM & Substainable Careers

thank you questions remarks
Thank you!Questions?Remarks?

Judith Semeijn jsm@ou.nl

Tinka van Vuuren tvv@ou.nl

Monique Veld med@ou.nl

HRM & Substainable Careers