Merel T. Feenstra-Verschure, Dorien Kooij, Charissa Freese, Mandy van der Velde and Evgenia I. Lysova
The purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job…
Abstract
Purpose
The purpose of this paper is to conceptualize job immobility concepts, e.g. staying in an unsatisfying job and perceiving limited opportunities to move and apply for another job. The existing literature on this situation of job immobility in which the employee is experiencing stuckness in the job is scattered across research domains, limited in scope and existing constructs are not clearly defined or operationalized.
Design/methodology/approach
In this conceptual paper, the authors propose the construct “locked at the job,” by reviewing and building on the job immobility literature and the theory of control and self-regulation.
Findings
This study defines the concept that consists of two dimensions as feeling dissatisfied in the current job and inactivity due to perceived limited job opportunities. This study proposes a conceptual model of antecedents and consequences of locked at the job, based on the person-environment fit theory.
Practical implications
This conceptual paper allows value to be added in practice by the conceptualization of locked at the job, in addition to providing a preview with respect to conceptual causes and consequences of this phenomenon.
Originality/value
Research on this job immobility phenomenon is scattered across different research domains, limited in scope and the concept has not been clearly defined or operationalized.
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Keywords
Merel T. Feenstra-Verschure, Dorien Kooij, Charissa Freese, Mandy Van der Velde and Evgenia I. Lysova
Many employees experience a “locked at the job” situation and are not satisfied with their current job and at the same time, perceive limited job opportunities. This study…
Abstract
Purpose
Many employees experience a “locked at the job” situation and are not satisfied with their current job and at the same time, perceive limited job opportunities. This study examines the process that individuals who experience locked at the job go through and the coping mechanisms individuals use.
Design/methodology/approach
A total of Thirty in-depth interviews were conducted. Of the participants, 12 were locked at the job at the time of the interview and 18 participants experienced locked at the job in the past.
Findings
The authors identified three phases. Regarding the first phase “becoming locked at the job,” various individual and work environmental causes could be identified. In the second phase “being locked at the job,” the authors identified three levels: low-, medium- and high-locked individuals. Emotion-regulated coping strategies were mainly reappraisal, positive distraction and behavioral avoidance. The third phase “ending locked at the job” revealed that a locked at the job situation often comes to an end either by taking control independently or by external force. Especially, the role of the direct supervisor was decisive during the entire locked at the job process.
Practical implications
In the practical implications, the authors suggest to discuss locked at the job throughout the entire workplace and create an open culture acknowledging that individuals may find themselves in such a situation.
Originality/value
To date, no qualitative study has been conducted before from this perspective. Therefore, it is extremely important to look at this relatively unknown phenomenon from this perspective.
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Paul Jansen, Mandy van der Velde and Wim Mul
Management development (MD) is defined as the system of personnel practices intended to ensure that an organization can rely on timely availability of qualified and motivated…
Abstract
Management development (MD) is defined as the system of personnel practices intended to ensure that an organization can rely on timely availability of qualified and motivated employees. The article reports on a survey of 92 Dutch companies concerning their MD policy and practice. Results identify four types of MD: administrative MD, found in lifetime employment environments; derived MD, where in “up or out” environments MD is strictly planned and linked closely to company strategy; partner MD, primarily found in innovative and IT environments where it is imperative to combine business development with human development; and leading MD, in turbulent market situations. In particular the link between MD and organization strategy, and systematic evaluation of MD practices, should receive more attention. The article compares the results with those of earlier empirical studies on MD.
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Reimara Valk, Mandy Van der Velde, Marloes Van Engen and Betina Szkudlarek
The purpose of this exploratory, empirical study is to gain insight into repatriation experiences and repatriate turnover intention of employees from India and The Netherlands who…
Abstract
Purpose
The purpose of this exploratory, empirical study is to gain insight into repatriation experiences and repatriate turnover intention of employees from India and The Netherlands who either were or had been on international assignments in the respective countries.
Design/methodology/approach
Interviews were conducted with 25 Dutch and 30 Indian international assignees (IAs) and repatriates in both India and The Netherlands. Thematic analysis resulted in four themes: met and unmet expectations of career advancement opportunities; knowledge transfer and labour marketability; economic growth versus economic recession and alternative employment opportunities; and boundaryless careers: adventure and entrepreneurship.
Findings
Repatriate expectations about the use of knowledge, skills and abilities gained in the host country moderate the relationship between the macro-economic situation of the home country and repatriate attrition/retention, such that met expectations of Indian respondents decreased their intention to leave the organisation, even in a conducive macro-economic context with ample alternative employment opportunities. Unmet expectations of Dutch respondents increased their intention to leave the organisation, even in an unfavourable macro-economic context with few alternative employment opportunities.
Research limitations/implications
The sample of Indian and Dutch IAs and repatriates may limit generalisation of the findings to samples from other countries with distinct cultural contexts and macro-economic conditions.
Practical implications
Global organisations that set realistic expectations about re-entry career opportunities for repatriates, facilitate knowledge transfer after repatriation, and adequately respond to boundaryless career ambitions of repatriates, can reduce repatriate turnover intention and attrition.
Originality/value
This study shows that repatriate attrition versus retention is embedded in the macro-economic context of the home country, leading to three types of career mobility upon completion of an international assignment: intra-organisational mobility; organisational boundary-crossing; and geographical boundary crossing.
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Joost Ardts, Paul Jansen and Mandy van der Velde
In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that…
Abstract
In the last couple of years, attention to organisation socialisation has increased greatly; this is the learning process by which newcomers develop attitudes and behaviour that are necessary to function as a fully‐fledged member of the organisation. After all, the more effective and efficient the socialisation, the sooner a newcomer can be productive for the organisation. This is especially true for a specific group of newcomers, the future managers, as they frequently point out that they are not well prepared for their tasks and their new identity as managers, but are expected to propagate the company policy. The article discusses research that assists organisations to steer the socialisation of new employees. It also provides the framework whereby the link between abstract socialisation tactics and concrete personnel instruments, such as introduction programs, training and education, career planning, career counselling, and performance appraisals, will be realised.
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Huub J.M. Ruël, Tanya V. Bondarouk and Mandy Van der Velde
Both for‐profit and not‐for‐profit organisations have been replacing face‐to‐face HRM activities with web‐based HRM tools, e‐HRM for short, for employees and managers since the…
Abstract
Purpose
Both for‐profit and not‐for‐profit organisations have been replacing face‐to‐face HRM activities with web‐based HRM tools, e‐HRM for short, for employees and managers since the 1990s. This paper aims to look at whether this is of benefit to an organisation.
Design/methodology/approach
The study was conducted in the Ministry of Internal Affairs in The Netherlands, where e‐HRM in the form of employee self‐service applications was introduced.
Findings
The study shows that individual assessment of e‐HRM applications influences HRM technical and strategic effectiveness. This is especially so in the perceived quality of the content and the structure of e‐HRM applications which have a significant and positive effect on technical and strategic HRM effectiveness.
Research limitations/implications
It is difficult to form generalizations from the research into only one company.
Practical implications
The basic expectations are that using e‐HRM will decrease costs, will improve the HR service level and will give the HR department space to become a strategic partner. This study investigates whether this is the case.
Originality/value
The area on which this study concentrates has not had extensive academic research conducted into it.
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Reimara Valk, Mandy Van der Velde, Marloes Van Engen and Rohini Godbole
– The purpose of this paper is to gain insight into international career motives, repatriation and career success of Indian women in Science and Technology.
Abstract
Purpose
The purpose of this paper is to gain insight into international career motives, repatriation and career success of Indian women in Science and Technology.
Design/methodology/approach
In total, 30 semi-structured interviews were conducted with (upper) middle-class Indian women in Science and Technology in Bangalore and New Delhi, India.
Findings
Thematic analysis resulted in four themes – International career motives, Theme 1: cross-cultural and scientific exposure; Repatriation reasons and experiences, Theme 2: family reunion, career prospects and readjustment; Career success, Theme 3: international experience; and career growth, Theme 4: social responsibility. Motives for international career mobility of Indian women were: exposure to foreign cultures, international collaboration in science and personal and professional development. Family formation and reunion and career prospects were reasons for repatriation and positively influenced repatriation experiences of Indian women. Readjustment to people and conditions in India impacted their repatriation experiences negatively. The meaning women attribute to career success is grounded in recognition from peers in science, career growth, satisfaction and contribution to science and Indian society.
Research limitations/implications
The sample of Indian female scientists may limit generalization of the findings to global career professionals in other professions from other countries with different socio-cultural and economic contexts.
Practical implications
HR policies that foster international careers of women scientists as well as women's networks in science to share and apply knowledge, and their contribution to the Indian economy and society will enhance global career success of women and strengthen the sustainable competitive position of organizations.
Originality/value
The study provides new insights into motivation for international career mobility and repatriation of women professionals from a developing country and their career success in the home country, and contributes to the development of theoretical frameworks on international career mobility and career success.
Details
Keywords
Reimara Valk, Mandy van der Velde, Marloes van Engen and Betina Szkudlarek
The purpose of this paper is to explore the influence of cultural identity change, organizational and social support and cultural distance on repatriation experiences of Indian…
Abstract
Purpose
The purpose of this paper is to explore the influence of cultural identity change, organizational and social support and cultural distance on repatriation experiences of Indian international assignees.
Design/methodology/approach
Semi‐structured interviews were held with 19 Indians on international assignment in The Netherlands and 11 Indians repatriated from The Netherlands. Respondents were asked to reflect on their cultural identity changes and the effects of social support, organizational support and cultural distance between the host and the home country on their international assignment and repatriation experiences. Iterative thematic analyses revealed five central themes: cultural identity independence; knowledge utilization and organizational learning; social network support; global career prospects in the Indian economy; work‐life balance.
Findings
Cultural identity changes ranged from low adaptation to Dutch culture and happiness on return to India through to high cultural flexibility and readiness to move to another sojourn. The majority of respondents reported great appreciation by their supervisors and co‐workers and utilization of their knowledge gained in The Netherlands. These factors, in addition to good career prospects and social support from their informal networks, contributed positively to their repatriation experiences.
Originality/value
This study challenges the frequently reported negative repatriation experiences of sojourners from the West.
Details
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Some firms call it induction, the process by which new employees get to know about their company and the way it operates. But while induction can be superficial and concentrate on…
Abstract
Some firms call it induction, the process by which new employees get to know about their company and the way it operates. But while induction can be superficial and concentrate on systems, socialization is much more important: the learning process by which newcomers’ attitudes and behavior is shaped to help them fit into the work community.
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Adel M. AL‐ Rasheed and Farid M. AL‐ Qwasmeh
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by…
Abstract
The paper explores the role of the strategic partner in the Management Development (MD) process at Jordan Telecom (JT) by surveying the attitudes of 243 Jordanian managers and by testing the relevant hypothesis. The findings reveals that the strategic partner contributes to the development of Jordanian managers' skills in areas such as time management, performance appraisal, job design and communications and cooperation. A limited significant impact of relevant demographic and managerial factors on managers' attitudes towards their MD and strong corelational relationships among MD dimensions are also revealed through the findings. The conclusions highlight the positive outcomes and implications of the strategic partnership at JT. The recommendations emphasized the need for further partnerships in Jordan because of their influential effects on Jordanian businesses.