Peggy De Prins

Work experience, work stress and HRM at the university

Current research on stress among academic university staff indicates that occupational stress is alarmingly widespread and increasing (Kinman/Jones 2004; Winefield et al. 2003; Bamps 2004; Tytherleigh et al. 2005). Therefore the work environment needs to be examined and more specifically organisational specific characteristics, like HR-practices. In line of Timmerhuis (1998), we believe that management of human resources in the academic sector is very useful and necessary. The aim of our study is to investigate (1) the well-being (job stress and job dissatisfaction) of academic staff at the University of Antwerp, (2) the specific factors of the work environment who have an impact on employee well-being, and (3) the interaction between HR practices and employee well-being. (4) Finally, suggestions of improvement of the work environment are to be formulated. In order to meet this purpose, we designed a conceptual model, based on the stress model developed in the Institute for Social Research (ISR) (University of Michigan), and on the HR-model of Peccei (2004). Central to the model is the idea that employee satisfaction and stress are a function of the subjective perception of the work environment which, in turn, is affected by the HR practices that are in place in organisations. The elements most likely to cause job stress, according to our participants, were workload and time pressures, uncertainty, lack of feedback and social support. Further, it appeared that the HR-related job characteristics cause job dissatisfaction: perceptions on participation, assessment, reward and support have an impact on job satisfaction of the academic staff. Finally, suggestions of improvement of the work environment were mentioned.

Sustainable HRM: Bridging theory and practice through the ‘Respect Openness Continuity (ROC)’-model

Although the academic debate on the link between Corporate Social Responsibility (CSR) and HRM is relatively young, it is generating increasing interest. We suggest that sustainable HRM is a next, innovative and promising domain for theory building, research and practice in the field of HRM. It nonetheless poses several new challenges. To date, the literature on this topic is inconsistent, and the field therefore lacks clear lines, fine-tuning and conceptual/practical maturity. In this context, the ‘Respect Openness Continuity (ROC)’-model is introduced. This model proceeds from the proposition that sustainable HRM forms a subsequent stage in the tradition of HRM thinking. In recent years, mainstream HRM has been strongly identified with strategic HRM thinking. In developing a model for sustainable HRM, various theoretical viewpoints beyond the strategic HRM tradition are explored and assessed for their potential contributions to a framework for sustainable HRM that can bridge theory and practice.

Sustainable HRM for sustainable careers: introducing the ‘Respect Openness Continuity (ROC)’ model

In this chapter, the concept of sustainable careers is positioned within a broader framework of sustainable HRM. It broadens the scope from a single career-perspective to a more integrated HRM and Corporate Social Responsibility (CSR) perspective. ‘Respect’, ‘Openness’ and ‘Continuity’ are introduced as the three building blocks of sustainable HRM. Although interest in these blocks is not new in itself, our contribution lies in the critical reflection upon and redirection of existing HRM practices, systems and themes towards the ROC model. As such, sustainable HRM should be seen as a complementary perspective. Its aim is not to substitute the strategic HRM perspective, but to offer a correction given the concretization of the latter from a unilateral business management point of view. Sustainable career management, as a specific domain of HRM, brings respect, openness and continuity into the management of employees’ careers by balancing short-term and long-term needs, focusing on employability and work ability, following an inclusive approach, tailoring to individuals’ needs and providing career support.

Emotional labour, care work and HRM between wishful theory and obstinate reality

In this paper, care is defined as a form of work whereby cognition, skill and emotionality are closely interconnected. The recognition of the emotional nature of care constitutes an important link to further professional development and to tailor-made HRM for the care professions. The discourse that is developed within the context of this position is tested empirically. We rely on the findings of a case study and a survey of nurses and caregivers in rest and nursing homes. This confrontation shall allow us to draw conclusions with regard to the singularity of the care profession.

Revitalizing social dialogue in the workplace: the impact of a cooperative industrial relations climate and sustainable HR practices on reducing employee harm

Abstract The purpose of the present study is to unravel the relationship between current forms and realities of social dialogue in the workplace, the industrial relations climate, HRM, and employee harm. We tested a model specifying associations between (1) indicators of revitalized social dialogue, (2) perceived cooperation within the industrial relations climate, (3) perceived sustainability in HR practices, and (4) management perceptions regarding employee harm. The test was based on a survey conducted among 356 (HR-)managers and CEOs in Belgium. The results support the idea that a cooperative industrial relations climate and sustainable HR practices can reduce employee harm. More specifically, efficiency in social dialogue fully mediated the relationship between cooperative industrial climate and employee harm. In turn, industrial relations climate partially mediated the relationship between sustainable HR practices and employee harm. Finally, sustainable HR practices correlated positively with a cooperative industrial relations climate, suggesting that HR and employee relations reinforce rather than weaken each other.