HR practices for enhancing sustainable employability: implementation, use, and outcomes

Ybema, Jan Fekke; Vuuren, Tinka van; Dam, Karen van

doi:10.1080/09585192.2017.1387865

Cited by 114 publications

(159 citation statements)

References 62 publications

Supporting

Mentioning

143

Contrasting

Unclassified

Order By: Relevance

“…The dimensions of age management addressed by the articles included workplace health promotion, which was discussed in 10 studies 10 - 18 , 20 ; employment exit and transition to retirement, analyzed by 2 studies 17 , 18 ; and knowledge transfer, lifelong training, career development, 12 flexible working time practices, 18 occupational safety and health management, 11 examined by one study each. The recruitment of older workers, job rotation and redeployment were not addressed by any of the studies included in this review.…”

Section: Resultsmentioning

confidence: 99%

Age management practices toward workers aged 45 years or older: an integrative literature review

Pedro¹,

Fracasso²,

Gvozd³

et al. 2020

Rev Bras Med Trab

View full text Add to dashboard Cite

Age management practices refer to the development and implementation of workplace strategies to support and improve the health and productivity of workers aged 45 years or older. The objective of this study was to analyze the scientific evidence available to support age management practices toward older workers. An integrative review was conducted, with the following databases searched in February 2019: LILACS, MEDLINE, Web of Science, and SCOPUS. Inclusion criteria consisted of original primary studies with full-text availability, published in Portuguese, English or Spanish. Secondary studies were excluded. No restrictions were imposed on publication dates given the paucity of literature on this topic. The final sample consisted of 11 primary studies published between 2006 and 2017, which addressed the following age management practices: workplace health promotion; employment exit and transition to retirement; knowledge transfer, training and lifelong learning; career development; flexible working time practices; and occupational safety and health management. Age management practices are promising tools to promote a work environment that is adequate to the needs of older workers.

show abstract

Section: Resultsmentioning

confidence: 99%

Age management practices toward workers aged 45 years or older: an integrative literature review

Pedro¹,

Fracasso²,

Gvozd³

et al. 2020

Rev Bras Med Trab

View full text Add to dashboard Cite

show abstract

“…The second most numerous answer was that the dismissed was an employee with a lower performance (197). On the other hand, the least numerous reason for dismissal was that the youngest employee was dismissed (25) and the employee was dismissed for another reason (41).…”

Section: Resultsmentioning

confidence: 99%

“…Organizations must implement sustainable human resource management practices in order to provide employees with a better chance of employment or retention. However, such measures must be effective for employers, so it is essential that sustainable human resource practices do not conflict with the strategic goals of the organization [25]. As the mainstream human resource management is more interested in the activities and human resource management practices aimed at employee performance improvement not at employee correct treatment, some such human resource practices can be threatening for employees.…”

mentioning

confidence: 99%

Perceived Serviceability of Outplacement Programs as a Part of Sustainable Human Resource Management

et al. 2019

View full text Add to dashboard Cite

Work and employment are important elements of every working person's life. If an employee loses his or her job, he or she loses an important and determining part of his or her life. To reduce the negative effects that affect the quality of an employee's life, outplacement programs were established as a part of sustainable human resource management. Sustainable human resource management emphasises the importance of employee care. Outplacement, for its part, includes support for employees at their last stage in the organization. The main aims of the paper are to present the research results focused on the perceived usefulness of outplacement programs for dismissed employees, to analyse the relationships between the emotions felt by redundancies and other employees as well as the comparison of differences in emotions felt by different generations of dismissed employees. A valid collection tool (research questionnaire) was developed for research purposes and distributed to employees of industrial enterprises in the Slovak Republic. Overall, the research set was composed of n = 692 employees from different generational groups. The research results proved the existence of a relationships between the emotions felt by redundancies and other employees and differences in emotions felt by employees from different generational groups.Sustainability 2019, 11, 4748 2 of 21 knowledge about the environmental, social, and economic strengths and weaknesses of enterprise for managers [2,3] for supporting decision-making [4][5][6]. The need for corporate social responsibility has become more pronounced in recent years, and companies have committed themselves to promoting non-economic social values [7]. The importance of corporate social responsibility on enterprise performance can be confirmed [8][9][10][11][12] with emphasis on the fact that the enterprise is confronted not only with economic problems but increasingly also with environmental and social ones [13][14][15][16][17]. Executives understand that corporate social responsibility is beneficial for businesses in relation to employees, whether present or attracting future ones [18,19]. There are various opportunities for enterprises to engage and contribute to local communities. Some enterprises, therefore, have separate units that manage their social commitment [20,21]. Social corporate responsibility does not mean only to focus in the broader sense on work issues. What is also important is commitment to social responsibility at a local level. It can be demonstrated as commitment to employees, currently as well as ex-employees, prospective employees and surrounding communities.The enterprise itself benefits from the implementation of socially responsible initiatives. Corporate social responsibility activities influence not only how the employees are identified with the enterprise, but also their attitudes and behaviour [22] and thus performance.Employees view favourable or unfavourable treatment from the enterprise management as an expression of how management of the enterpri...

show abstract

“…Considering the presented results and the specifics of the studied companies, the limitations of this study should be addressed. First, the developed model serves as a background for sustainable employment relations and it should also be corroborated with other human resource management practices aimed to contribute to the development of SHRM, such as employer branding [4], career management and human resource development [93]. Second, the study was run only in IT companies, situated in a highly competitive sector, with a shortage of qualified human resources.…”

Section: Discussionmentioning

confidence: 99%

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

Clipa

Danileț

et al. 2019

Sustainability

View full text Add to dashboard Cite

The article presents the results of an empirical study investigating the relationships between trust in the employer, the subjective value attained in the negotiation of the employment contract, job satisfaction and employee willingness to (re)negotiate in order to maintain long-term employment relationship. The study develops a research model, based on the existing literature, and uses the partial least-squares technique, and data collected from 373 information technology professionals, to test it. The results indicate the positive effect of the employee's trust in the employer on job satisfaction and willingness to (re)negotiate. Furthermore, the subjective value perceived by the employee in the employment contract negotiation has an increased positive influence on both employee satisfaction and employee willingness to use (re)negotiation to overcome potential issues and maintain the employment relationship long term. Overall, the results of the study bring evidence about the importance of trust and the subjective value in attaining sustainable employment relationships, and therefore sustainable human resource management (HRM). The results provide valuable insights for managers committed to the development of their organizations by promoting sustainable employment relationships. The study offers to firms a ready-to-use model for promoting sustainable employment relationships in organizations operating in knowledge-intensive sectors, such as information technology (IT).

show abstract

HR practices for enhancing sustainable employability: implementation, use, and outcomes

Cited by 114 publications

References 62 publications

Age management practices toward workers aged 45 years or older: an integrative literature review

Age management practices toward workers aged 45 years or older: an integrative literature review

Perceived Serviceability of Outplacement Programs as a Part of Sustainable Human Resource Management

Enhancing Sustainable Employment Relationships: An Empirical Investigation of the Influence of Trust in Employer and Subjective Value in Employment Contract Negotiations

Contact Info

Product

Resources

About