annet de Lange | Radboud University Nijmegen (original) (raw)
Papers by annet de Lange
International Journal of Human Resource Management, Jul 12, 2017
resource management, school of Business administration, hanze university of applied sciences, gro... more resource management, school of Business administration, hanze university of applied sciences, groningen, the netherlands; b Institute for management research, radboud university, nijmegen, the netherlands; c school of management, open university of the netherlands, heerlen, the netherlands; d faculty of economics and Business, university of groningen, groningen, the netherlands; e Institute of Business administration, hanze university of applied sciences, groningen, the netherlands; f Institute of hrm, han university of applied sciences, Nijmegen, the Netherlands; g hotel school of management, hrm, university of stavanger,
One of the most important societal trends affecting our workplace and workforce in the following ... more One of the most important societal trends affecting our workplace and workforce in the following decade concerns the combination of a smaller number of younger workers relative to their older counterparts, and the current ‘early exit’ culture in Europe. Because of the staff shortages and possible knowledge loss (e.g., Calo 2008; Joe et al. 2013) that may accompany these demographic changes, there is a strong financial reason to retain and sustain ageing employees at work (Kooij et al. 2014; Truxillo and Fraccaroli 2013). In order to respond to today’s labour market needs, many governments have chosen to increase the official retirement age to 66 or even higher. In the Netherlands, for example, retirement age will be gradually raised to 66 years in 2019 and to 67 years in 2023. Other European Union countries have similar plans to steadily raise their retirement ages to 67 years in 2023 (France), 2027 (Spain), or 2031 (Germany). In the UK and Ireland, the retirement age will increase to 68 in 2028 (Ireland) and in 2046 (the UK). However, the reality of older workers’ current employment does not yet match these political ambitions. According to figures collected by the European Union Labour Force in the European Union Labour Force Survey (Eurostat 2014), the EU-28 (i.e., average of the 28 European Union countries) employment rate for persons aged 15–64 was 64.1 per cent in 2013. However, when looking more closely at the country level or when differentiating between age categories, the active labor participation of older European employees does not appear to be as high. The EU employment rate of older workers—calculated by dividing the number of persons in employment and aged 55–64 by the total population of the same age group—was 49.5 per cent in 2013 (OECD 2014), whereas the OECD average was 54.9 per cent in the same year. In the USA and Korea, for example, employment rates of workers of 55–64 years old were, respectively, 60.9 per cent and 64.3 per cent in 2013.
Frontiers in Psychology, Nov 15, 2019
Using the Job Demands-Resources model literature and the lifespan theory as scholarly frameworks,... more Using the Job Demands-Resources model literature and the lifespan theory as scholarly frameworks, we examined the effects of job demands and job resources as mediators in the relationship between bundles of used HRM practices and employee outcomes. In addition, we tested for age differences in our research model. Findings confirmed the hypothesized original 2-factor structure representing maintenance and development HRM practices. Structural Equation Modeling analyses showed that the maintenance HRM bundle related directly and negatively to employee outcomes, without moderating effects of age. However, job resources appeared to mediate this relationship in a positive way as it also did for the development HRM bundle. Whereas this study showed the 'driving power' of the actual use of HRM bundles through job resources, regardless of the employee's age, this study also suggests a 'dark side' of HRM. In particular, we found that development HRM bundles may also increase job demands, which, in turn, may result in lower levels of beneficial employee outcomes. These empirical outcomes demonstrate the strength of the driving power eliciting from job resources preceded by any HRM bundle. Moreover, this effect appears to apply to employees of all ages. Our moderated-mediation model appeared robust for several control variables. Overall, this study provides an extension of the well-known Job Demands-Resources model by including maintenance and development bundles of HRM practices used by employees that have a differential effect on job demands and job resources which in turn have an impact on employee outcomes.
Journal of Vocational Behavior, Dec 1, 2015
Take-down policy If you believe that this document breaches copyright please contact us providing... more Take-down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.
resource management, school of Business administration, hanze university of applied sciences, gro... more resource management, school of Business administration, hanze university of applied sciences, groningen, the netherlands; b Institute for management research, radboud university, nijmegen, the netherlands; c school of management, open university of the netherlands, heerlen, the netherlands; d faculty of economics and Business, university of groningen, groningen, the netherlands; e Institute of Business administration, hanze university of applied sciences, groningen, the netherlands; f Institute of hrm, han university of applied sciences, Nijmegen, the Netherlands; g hotel school of management, hrm, university of stavanger,
Journal of Occupational and Organizational Psychology, May 20, 2011
Item does not contain fulltex
Tijdschrift voor HRM, Sep 1, 2019
Dit artikel beschrijft een longitudinale studie naar de relaties tussen de bevlogenheid, inzetbaa... more Dit artikel beschrijft een longitudinale studie naar de relaties tussen de bevlogenheid, inzetbaarheid en ervaren gezondheid van uitzendkrachten van 65 jaar en ouder (de zogenaamde bridge workers in uitzendwerk), aanwezigheid en gebruik van behoud- en ontwikkelingsgericht HRM en ervaren steun van leidinggevenden en collega’s bij inlenende organisaties. Er blijkt geen relatie tussen aanwezigheid en gebruik van HR maatregelen, steun van leidinggevende en collega’s en bevlogenheid, inzetbaarheid en ervaren gezondheid. Daarop is een uitzondering. De ervaren aanwezigheid van HR maatregelen gericht op behoud van inzetbaarheid heeft een significant positieve invloed op de ervaren sociale steun een jaar later, en uiteindelijk ook op de bevlogenheid, inzetbaarheid en ervaren gezondheid van bridge workers in uitzendwerk. Blijkbaar werkt voor de 65+ uitzendkrachten alleen het idee van de aanwezigheid van bijvoorbeeld ergonomische aanpassingen bij de inlenende organisatie positief door. Hoewel de invloed van HRM minimaal blijkt, zijn de effecten van sociale steun van leidinggevende en collega’s op bevlogenheid, inzetbaarheid en ervaren gezondheid erg sterk. Voor bridge workers in uitzendwerk lijkt het dus belangrijk om een goede relatie met de manager en collega’s te hebben die wordt gekenmerkt door wederzijds respect, vertrouwen en loyaliteit.
SamenvattingLeren op de werkplek kan de duurzame inzetbaarheid van werknemers bevorderen mits er ... more SamenvattingLeren op de werkplek kan de duurzame inzetbaarheid van werknemers bevorderen mits er sprake is van maatwerk. Een recent onderzoek door Van der Heijden en collega’s (2015) focuste op de kansen die leren op de werkplek biedt om duurzame inzetbaarheid te realiseren. Duidelijk is: baan én baas moeten de werknemer uitdagen!
49. Kongress der Deutschen Gesellschaft für Psychologie: Vielfalt der Psychologie, Jul 1, 2015
De psychologie van arbeid en gezondheid, 2020
Frontiers in Psychology, 2021
Background: Due to the aging society the number of informal caregivers is growing. Most informal ... more Background: Due to the aging society the number of informal caregivers is growing. Most informal caregivers are women working as nurses within a health organization (also labeled as double-duty caregiver) and they have a high risk of developing mental and physical exhaustion. Until now little research attention has been paid to the expectations and needs of double duty caregivers and the role of self-management in managing private-work balance. Objective: The overall aim of this study was to investigate the expectations and needs of double duty caregivers in Netherlands, and to examine the meaning of self-management in managing work-life balance. Method: Different research methods have been applied in this exploratory study. Firstly, a scoping review has been conducted on the topics self-management and sustainable employability of double-duty caregivers using the search engines: CINAHL, MEDLINE, PubMed, and Google Scholar. Furthermore, a qualitative study has been conducted through focus groups with double duty caregivers. Results: Twenty studies that met the inclusion criteria (i.e., nurses with double duty caregiving tasks) could be identified. We found that double duty caregivers have different motivations for being a double duty caregiver based on internal and external expectations. Double duty caregiving causes a lot of mental and physical pressure for the caregiver. To be able to combine both duty's, double duty caregivers need flexibility and understanding from the workplace. Through two focus groups (N = 17) we found that social support from the workplace is not enough to be able to manage the situation. Self-management skills are important to be able to communicate effectively with the workplace and community care organizations about the kind of support needed. Also, health care organizations should offer the same support to double duty caregivers as any other informal caregiver. Discussion: Double-duty caregivers are at high risk of developing symptoms of overload and risk of reduced self-management quality and employability levels across
Facing the Challenges of a Multi-Age Workforce examines the shifting economic, cultural, and tech... more Facing the Challenges of a Multi-Age Workforce examines the shifting economic, cultural, and technological trends in the modern workplace that are taking place as a result of the aging global workforce. Taking an international perspective, contributors address workforce aging issues around the world, allowing for productive cross-cultural comparisons. Chapters adopt a use-inspired approach, with contributors proposing solutions to real problems faced by organizations, including global teamwork, unemployed youth, job obsolescence and over-qualification, heavy emotional labor and physically demanding jobs, and cross-age perceptions and communication. Additional commentaries from sociologists, gerontologists, economists, and scholars of labor and government round out the volume and demonstrate the interdisciplinary nature of this important topic.
International Journal of Human Resource Management, Jul 12, 2017
resource management, school of Business administration, hanze university of applied sciences, gro... more resource management, school of Business administration, hanze university of applied sciences, groningen, the netherlands; b Institute for management research, radboud university, nijmegen, the netherlands; c school of management, open university of the netherlands, heerlen, the netherlands; d faculty of economics and Business, university of groningen, groningen, the netherlands; e Institute of Business administration, hanze university of applied sciences, groningen, the netherlands; f Institute of hrm, han university of applied sciences, Nijmegen, the Netherlands; g hotel school of management, hrm, university of stavanger,
One of the most important societal trends affecting our workplace and workforce in the following ... more One of the most important societal trends affecting our workplace and workforce in the following decade concerns the combination of a smaller number of younger workers relative to their older counterparts, and the current ‘early exit’ culture in Europe. Because of the staff shortages and possible knowledge loss (e.g., Calo 2008; Joe et al. 2013) that may accompany these demographic changes, there is a strong financial reason to retain and sustain ageing employees at work (Kooij et al. 2014; Truxillo and Fraccaroli 2013). In order to respond to today’s labour market needs, many governments have chosen to increase the official retirement age to 66 or even higher. In the Netherlands, for example, retirement age will be gradually raised to 66 years in 2019 and to 67 years in 2023. Other European Union countries have similar plans to steadily raise their retirement ages to 67 years in 2023 (France), 2027 (Spain), or 2031 (Germany). In the UK and Ireland, the retirement age will increase to 68 in 2028 (Ireland) and in 2046 (the UK). However, the reality of older workers’ current employment does not yet match these political ambitions. According to figures collected by the European Union Labour Force in the European Union Labour Force Survey (Eurostat 2014), the EU-28 (i.e., average of the 28 European Union countries) employment rate for persons aged 15–64 was 64.1 per cent in 2013. However, when looking more closely at the country level or when differentiating between age categories, the active labor participation of older European employees does not appear to be as high. The EU employment rate of older workers—calculated by dividing the number of persons in employment and aged 55–64 by the total population of the same age group—was 49.5 per cent in 2013 (OECD 2014), whereas the OECD average was 54.9 per cent in the same year. In the USA and Korea, for example, employment rates of workers of 55–64 years old were, respectively, 60.9 per cent and 64.3 per cent in 2013.
Frontiers in Psychology, Nov 15, 2019
Using the Job Demands-Resources model literature and the lifespan theory as scholarly frameworks,... more Using the Job Demands-Resources model literature and the lifespan theory as scholarly frameworks, we examined the effects of job demands and job resources as mediators in the relationship between bundles of used HRM practices and employee outcomes. In addition, we tested for age differences in our research model. Findings confirmed the hypothesized original 2-factor structure representing maintenance and development HRM practices. Structural Equation Modeling analyses showed that the maintenance HRM bundle related directly and negatively to employee outcomes, without moderating effects of age. However, job resources appeared to mediate this relationship in a positive way as it also did for the development HRM bundle. Whereas this study showed the 'driving power' of the actual use of HRM bundles through job resources, regardless of the employee's age, this study also suggests a 'dark side' of HRM. In particular, we found that development HRM bundles may also increase job demands, which, in turn, may result in lower levels of beneficial employee outcomes. These empirical outcomes demonstrate the strength of the driving power eliciting from job resources preceded by any HRM bundle. Moreover, this effect appears to apply to employees of all ages. Our moderated-mediation model appeared robust for several control variables. Overall, this study provides an extension of the well-known Job Demands-Resources model by including maintenance and development bundles of HRM practices used by employees that have a differential effect on job demands and job resources which in turn have an impact on employee outcomes.
Journal of Vocational Behavior, Dec 1, 2015
Take-down policy If you believe that this document breaches copyright please contact us providing... more Take-down policy If you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.
resource management, school of Business administration, hanze university of applied sciences, gro... more resource management, school of Business administration, hanze university of applied sciences, groningen, the netherlands; b Institute for management research, radboud university, nijmegen, the netherlands; c school of management, open university of the netherlands, heerlen, the netherlands; d faculty of economics and Business, university of groningen, groningen, the netherlands; e Institute of Business administration, hanze university of applied sciences, groningen, the netherlands; f Institute of hrm, han university of applied sciences, Nijmegen, the Netherlands; g hotel school of management, hrm, university of stavanger,
Journal of Occupational and Organizational Psychology, May 20, 2011
Item does not contain fulltex
Tijdschrift voor HRM, Sep 1, 2019
Dit artikel beschrijft een longitudinale studie naar de relaties tussen de bevlogenheid, inzetbaa... more Dit artikel beschrijft een longitudinale studie naar de relaties tussen de bevlogenheid, inzetbaarheid en ervaren gezondheid van uitzendkrachten van 65 jaar en ouder (de zogenaamde bridge workers in uitzendwerk), aanwezigheid en gebruik van behoud- en ontwikkelingsgericht HRM en ervaren steun van leidinggevenden en collega’s bij inlenende organisaties. Er blijkt geen relatie tussen aanwezigheid en gebruik van HR maatregelen, steun van leidinggevende en collega’s en bevlogenheid, inzetbaarheid en ervaren gezondheid. Daarop is een uitzondering. De ervaren aanwezigheid van HR maatregelen gericht op behoud van inzetbaarheid heeft een significant positieve invloed op de ervaren sociale steun een jaar later, en uiteindelijk ook op de bevlogenheid, inzetbaarheid en ervaren gezondheid van bridge workers in uitzendwerk. Blijkbaar werkt voor de 65+ uitzendkrachten alleen het idee van de aanwezigheid van bijvoorbeeld ergonomische aanpassingen bij de inlenende organisatie positief door. Hoewel de invloed van HRM minimaal blijkt, zijn de effecten van sociale steun van leidinggevende en collega’s op bevlogenheid, inzetbaarheid en ervaren gezondheid erg sterk. Voor bridge workers in uitzendwerk lijkt het dus belangrijk om een goede relatie met de manager en collega’s te hebben die wordt gekenmerkt door wederzijds respect, vertrouwen en loyaliteit.
SamenvattingLeren op de werkplek kan de duurzame inzetbaarheid van werknemers bevorderen mits er ... more SamenvattingLeren op de werkplek kan de duurzame inzetbaarheid van werknemers bevorderen mits er sprake is van maatwerk. Een recent onderzoek door Van der Heijden en collega’s (2015) focuste op de kansen die leren op de werkplek biedt om duurzame inzetbaarheid te realiseren. Duidelijk is: baan én baas moeten de werknemer uitdagen!
49. Kongress der Deutschen Gesellschaft für Psychologie: Vielfalt der Psychologie, Jul 1, 2015
De psychologie van arbeid en gezondheid, 2020
Frontiers in Psychology, 2021
Background: Due to the aging society the number of informal caregivers is growing. Most informal ... more Background: Due to the aging society the number of informal caregivers is growing. Most informal caregivers are women working as nurses within a health organization (also labeled as double-duty caregiver) and they have a high risk of developing mental and physical exhaustion. Until now little research attention has been paid to the expectations and needs of double duty caregivers and the role of self-management in managing private-work balance. Objective: The overall aim of this study was to investigate the expectations and needs of double duty caregivers in Netherlands, and to examine the meaning of self-management in managing work-life balance. Method: Different research methods have been applied in this exploratory study. Firstly, a scoping review has been conducted on the topics self-management and sustainable employability of double-duty caregivers using the search engines: CINAHL, MEDLINE, PubMed, and Google Scholar. Furthermore, a qualitative study has been conducted through focus groups with double duty caregivers. Results: Twenty studies that met the inclusion criteria (i.e., nurses with double duty caregiving tasks) could be identified. We found that double duty caregivers have different motivations for being a double duty caregiver based on internal and external expectations. Double duty caregiving causes a lot of mental and physical pressure for the caregiver. To be able to combine both duty's, double duty caregivers need flexibility and understanding from the workplace. Through two focus groups (N = 17) we found that social support from the workplace is not enough to be able to manage the situation. Self-management skills are important to be able to communicate effectively with the workplace and community care organizations about the kind of support needed. Also, health care organizations should offer the same support to double duty caregivers as any other informal caregiver. Discussion: Double-duty caregivers are at high risk of developing symptoms of overload and risk of reduced self-management quality and employability levels across
Facing the Challenges of a Multi-Age Workforce examines the shifting economic, cultural, and tech... more Facing the Challenges of a Multi-Age Workforce examines the shifting economic, cultural, and technological trends in the modern workplace that are taking place as a result of the aging global workforce. Taking an international perspective, contributors address workforce aging issues around the world, allowing for productive cross-cultural comparisons. Chapters adopt a use-inspired approach, with contributors proposing solutions to real problems faced by organizations, including global teamwork, unemployed youth, job obsolescence and over-qualification, heavy emotional labor and physically demanding jobs, and cross-age perceptions and communication. Additional commentaries from sociologists, gerontologists, economists, and scholars of labor and government round out the volume and demonstrate the interdisciplinary nature of this important topic.