A growing number of practitioners and academics endorse that the ability of organizations to foster, develop and use the innovative potential of their employees contributes to organizational success. Yet empirical investigation of individual innovation processes is lacking. In this research we address the question of whether both more flexibility in an employees’ job design and commitment‐oriented HRM activities promote individual innovative work behaviour. Findings suggest that a multifunctional job design and the perceived HRM system promote employee involvement in innovative activities through increased feelings of ownership for work‐related issues and problems.

Job crafting towards strengths and interests KooijGeneral rights Copyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.-Users may download and print one copy of any publication from the public portal for the purpose of private study or research -You may not further distribute the material or use it for any profit-making activity or commercial gain -You may freely distribute the URL identifying the publication in the public portal Take down policyIf 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. Tilburg University. Luc Dorenbosch co-developed the digital tool used in the intervention and also sells this tool to others. However, he did not play a direct role in the study design or data analyses. We thank Sanne Netten, Dominique Roost and Jacqueline Boumans for leading the workshops and for help with collecting the data. Correspondence concerning this article should be addressed to Dorien Kooij, Department of Human Resource Studies, Tilburg University, Warandelaan 2, 5037 AB, Tilburg, the Netherlands, e-mail: t.a.m.kooij@uvt.nl. JOB CRAFTING TOWARDS STRENGTHS AND INTERESTS 2 AbstractWe introduce two novel types of job crafting -crafting towards strengths and crafting towards interests -that aim to improve the fit between one's job and personal strengths and interests.Based on Berg, Dutton, and Wrzesniewski (2013), we hypothesized that participating in a job crafting intervention aimed at adjusting the job to personal strengths and interests leads to higher levels of job crafting, which in turn will promote person-job fit. Moreover, we hypothesized that this indirect effect would be stronger for older workers compared to younger workers. Results of an experimental field study indicated that participating in the job crafting intervention leads to strengths crafting, but only among older workers. Strengths crafting was, in turn, positively associated with demands-abilities and needs-supplies fit. Unexpectedly, participating in the job crafting intervention did not influence job crafting towards interests and had a negative effect on crafting towards strengths among younger workers. However, our findings suggest that some types of job crafting interventions can indeed be an effective tool for increasing person-job fit of older workers. Person-job fit (PJ-fit) is a critical predictor of a range of important worker outcomes. A meta-analysis by Kristof-Brown, Zimmerman, and Johnson (2005) clearly documented that PJ-fit is predictive not only of how employees feel about their job and employer, but also their overall engagement and performance in their jobs. Indeed, other research about the association between PJ-fit and attitudes (e.g., Greguras & Diefendorff, 2009), performance (e.g., A...

Purpose -The purpose of this paper is to answer the question of whether individual perceptions of an HRM system -distinctiveness, consistency and consensus -and shared perceptions of HRM (climate strength) are positively related to affective commitment in the organization. In addition, the paper examines if climate strength has a mediating effect in the relationship between the individual perceptions of an HRM system and affective commitment. Design/methodology/approach -A survey study with data from 671 employees, 67 line-managers and 32 HR-managers within four hospitals was used. Findings -Results of two-level analyses (department, employee) showed that the perception of distinctiveness, consistency and climate strength, as expected are positively related to affective commitment. Instead of a mediating effect of climate strength a moderator effect was found: the relationship between consistency and affective commitment is stronger when climate strength is high.Research limitations/implications -The study offers researchers some recommendations to focus on the process of HRM (in terms of distinctiveness, consistency and consensus), and on the importance of shared perceptions within a department. Originality/value -This study shows the impact of aspects of the process of HRM on the individual level, and shared perceptions of high commitment HRM on the department level on affective commitment of employees.

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The current study aimed to investigate the relationship between individualized HRM practices and several measures of organizational performance, including the moderating role of employee age in these relationships. A large-scale representative study among 4,591 organizations in the Netherlands showed support for the relationships between individualized HR practices with organizational performance. Employee age moderated the relationships between the use of individualized practices and sickness absence and turnover, such that organizations with a high percentage of older workers benefited from work schedule practices, and organizations with high percentage of younger workers benefited from development practices.