‘Als het getij verloopt, verzet men de bakens’

Heijden, Beate van der

doi:10.5117/2012.025.002.117

Cited by 12 publications

(4 citation statements)

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“…Employability, the first aspect of sustainable labour participation, refers to individuals' ability to adequately fulfil work in their current and future jobs ( Van der Heijden, 2011;Van Vuuren, 2011). As such, employability is considered to be important for dealing with job insecurity (see, for example, De Cuyper et al, 2009).…”

Section: Sustainable Labour Participation: Conceptualization and Oper...mentioning

confidence: 99%

Sustainable labour participation and sustainable careers

Semeijn

Dam²,

Vuuren

et al. 2015

Handbook of Research on Sustainable Careers

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Section: Sustainable Labour Participation: Conceptualization and Oper...mentioning

confidence: 99%

Sustainable labour participation and sustainable careers

Semeijn

Dam²,

Vuuren

et al. 2015

Handbook of Research on Sustainable Careers

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“…Both “motivation” and “ability” are the core components of continuing to work (Pak et al. , 2019; Van der Heijden, 2012). We define sustainable employability as “the extent to which an employee is able and motivated to continue working productively now and, in the future” (Irfan and Qadeer, 2020, p. 127).…”

Section: Introductionmentioning

confidence: 99%

“…First, European scholars conceptualize it as the "ability to continue working", whereas scholars in the USA view it as "motivation to continue working" (Armstrong-Stassen and Ursel, 2009;Pak et al, 2019). Both "motivation" and "ability" are the core components of continuing to work (Pak et al, 2019;Van der Heijden, 2012). We define sustainable employability as "the extent to which an employee is able and motivated to continue working productively now PR 52,8 and, in the future" (Irfan and Qadeer, 2020, p. 127).…”

Section: Introductionmentioning

confidence: 99%

Employer’s investments in job crafting to promote knowledge worker’s sustainable employability: a moderated mediation model

Irfan

Qadeer

Abdullah

et al. 2022

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PurposeThe primary study purpose is to examine whether managerial support triggers job crafting and sustainable employability, and to what extent work uncertainty moderates the managerial support and sustainable employability relationships mediated by job crafting using a moderated mediation approach. Thus, this study aims to uncover new antecedent and outcomes of job crafting using job demands and resources (JD–R) theory as no such research has yet examined these relationships.Design/methodology/approachThe structural equation modeling (SEM) technique was employed to test the proposed relationships based on survey data that include a final 483 knowledge workers of the services sector. The authors tested the structural model using self-developed estimates for AMOS 24.0 to examine the moderated mediation process models (process models 7, 14 and 58) rather than using a conventional process macro through SPSS.FindingsConsistent with the formulated hypothesis, the results of this study indicate that managerial support directly stimulates job crafting and sustainable employability. Further, job crafting mediates the relationships between managerial support and sustainable employability. This validates the JD–R theory assumption that managerial support as job resources initiates a motivational process through job crafting, leading to sustainable employability as the outcome of the motivational process. Additionally, the moderated mediation results show that in the presence of high work uncertainty, employees are more engaged in job crafting to boost their sustainable employability.Practical implicationsOrganizations may incorporate these findings while developing human resources (HR) management policies and practices to align top-down and bottom-up job re(design) approaches. For example, by designing line managers’ role in implementation of supportive HR practices, their supportive leadership behavior towards employees will successfully trigger job crafting and nurture their sustainable employability.Originality/valueThis research adds to the work design and employability literature. No such study has yet examined whether managerial support triggers job crafting and sustainable employability. Prior studies examine personality traits, some individual difference variable, job characteristics, or leadership influence as antecedents of job crafting. Utilizing the JD–R theory, we empirically validate that job crafting plays a vital role in the motivational process initiated by the job resources (managerial support), leading to sustainable employability as an outcome of the motivational process. The authors further show that in the presence of high job demands (work uncertainty), employees are more engaged in job crafting and more conscious to boost their sustainable employability.

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“…Moreover, there is a considerable lack of empirical data concerning HRM practices in SMEs (see for instance, Hornsby & Kuratko, 2003;Van der Heijden, 2011). The purpose of this study is therefore to conduct a thorough cross-validation, aimed at establishing the validity of using these particular measurement instruments within SMEs, since measurement equivalence cannot be postulated across different settings (Horn & McArdle, 1992;Meade & Lautenschlager, 2004).…”

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confidence: 99%