M01831

(1)

(2)

(3)

TABLE OF CONTENT

WELCOME ... 4

THE LOCAL ORANIZING COMMITTEE ... 6

THE DUTCH HRM NETWORK... 7

PHRESH ... 8

CONFERENCE VENUES ... 9

HOW TO GET FROM A TO B: BY FOOT ... 10

CONFERENCE PROGRAMME ... 11

CONFERENCE SPONSORS... 14

KEYNOTE SPEAKERS ... 15

PAPER PRESENTATIONS ... 16

CONFERENCE DINNER ... 29

OTHER PRACTICAL INFORMATION ... 30

BEST PAPER AND BEST DISSERTATION AWARD ... 33

CALL FOR PAPERS

–

SPECIAL ISSUES ... 33

(4)

4

WELCOME

Welcome to the city of Utrecht, welcome to Utrecht University and welcome to the 9th

Dutch HRM Network Conference organized by the Utrecht University School of Governance.

The city of Utrecht has more than 335.000 inhabitants and is the fourth largest city of the

Netherlands. There are more than 70.000 students in Utrecht, making it one of the largest

student populations in the Netherlands. Almost 2000 years ago the Romans built a

castellum. Some of the foundations of this castellum can still be found right next to the Dom

tower in the city center. The Dom tower is one of the key characteristics of the city. The

tower used to be part of the big church that collapsed in 1674 because of a tornado.

The opening ceremony of our conference will take place in the oldest part of the University

Hall, called the Treaty of Utrecht Hall or Auditorium, which was completed in 1462. It was

here that the Treaty of Utrecht was signed in 1579, an event that is generally viewed as

marking the origin of the Dutch nation.

Utrecht University was established in 1636. Utrecht University has its origins in the

seventh century. Anglo-Saxon monk Willibrord of Utrecht established a school for priests

and noblemen in the city. The priests' school was affiliated to the cathedral and later

became known as the Dom School. In the 17th century, the City Council founded the

Illustere School ('Illustrious School'). In 1636, this officially became Utrecht University, which

status gave it the right to confer academic degrees.

The Utrecht University School of Governance (USG) is a department with more than

100 staff members focused on Public Administration, Public Management, Organization

Studies and Management Studies. The HRM research at USG is part of the Organization and

Management Studies group. It is mainly focused on HRM research in health care, education

and government, more specifically the research themes strategic human resource

management, sustainable employability and public service performance. In addition to

research, USG offers a broad bachelor program, various master programs (including a master

in strategic human resource management), executive training programs and applied

research and consultancy in public sector contexts.

The HRM Network Conference is a three-day event starting with a doctoral consortium for

PhD students on Wednesday the 11th of November. On Thursday and Friday there will be

keynote speeches, workshop sessions and social events, in particular the Thursday

conference dinner. Hopefully you will have plenty of time for meeting old friends and

making new ones, getting new ideas and sharing your HRM research with other scholars.

(5)

approach (Beer et al., 1984), for example, context is determined by acknowledging multiple

stakeholders, incorporating both external and internal situational factors and defining

organizational performance in terms of organizational effectiveness, employee well-being

and societal well-being. In the 1990s context got far less attention than in the HRM

approaches of the 1980s mainly because of the HRM and performance debate. Eight years

after the start of the H‘M a d perfor a e de ate si e Arthur s

pu li atio ,

Wright

and Boswell (2002) argued that the HRM discipline could learn from Organizational

Behaviour (OB) research in particular with regard to the rigor of research focused on the

i di idual e plo ee le el. The also argued that OB ould lear fro the o te tualit of

the HRM discipline. The last decade the HRM discipline has strengthened its rigor in

research, in particular with regard to theories, methods and research designs. But at the

e pe se of hat? Godard

, for e a ple, ar s for further ps

ychologization of

e plo e t relatio s at the e pe se of o te tual approa hes. Without rigor, ho e er,

there is no relevance. Context matters (Paauwe, 2004) and is relevant at different levels such

as the individual employee level, team level, unit level, organization level, industry or

population level and country level. This calls for critical analytical approaches (Boxall et al.,

2007) putting context at the table.

The keynote speeches and the workshop tracks on Thursday and Friday are linked to

re o te tualizi g H‘M , ea h fo used o spe ifi , rele a t a d o te porar H‘M the es.

The program is promising with convenors and paper presenters from all over the world.

I would like to thank Utrecht University for hosting this event, the sponsors for their

contributions to the best dissertation and best paper awards, the keynote speakers for their

plenary presentations, the support for the doctoral consortium, the convenors for organizing

the workshops, the jury members of the awards, my colleagues of the board of the Dutch

HRM Network, my colleagues of the local organizing committee and all the participants of

the conference for their papers and contributions to our academic exchanges.

I wish you all lots of inspiration, new ideas and new relationships in HRM research.

Warm regards,

Professor Paul Boselie

Chair of the Dutch HRM Network

(6)

6

THE LOCAL ORANIZING COMMITTEE

Prof dr. Paul Boselie

Chair of the Dut h H‘M

Net ork

Cori e Buers, M“

“e retar of the Dut h H‘M

Net ork

Ma i e Dekkers

(7)

THE DUTCH HRM NETWORK

The Dut h H‘M Net ork is a et ork of H‘M resear h groups at differe t Dut h a d

Fle ish u i ersities. The ai of the et ork is to sti ulate fu da e tal a d so ietal

rele a t s ie tifi resear h i the field of the e plo e t relatio ship. Its urre t oard

e

ers are:

Prof. dr. Ta a Bo darouk

U i ersit of T e te

Prof. dr. Deanne Den Hartog

U i ersit of A sterda

Prof. dr. Jaap Paau e

Tilburg University

Prof. dr. Paul Boselie

Utre ht U i ersit hair

Prof. dr. Paul Ja se

VU U i ersit A sterda

Prof. dr. Lu “els

KU Leuven

Prof. dr. Dirk Bu e s

Vleri k Busi ess “ hool

Prof. dr. Eri Molle a

U i ersit of Gro i ge

(8)

8

pHResh

The PhD ‘esear h o

u it pH‘esh is a et ork for PhD stude ts a d s holars i Hu a

‘esour e Ma age e t H‘M a d Orga izatio al Beha ior OB . The pH‘esh et ork

origi ated fro the Dut h H‘M et ork, a d o er the last ouple of ears the pH‘esh

et ork has e o e ore i ter atio al a d has esta lished itself as a o

u it for

Europea PhD stude ts i the field of H‘M a d OB. Our ai goal is to support a d e ha e

k o ledge e ha ge et ee do toral resear hers o e ti g PhD stude ts, leadi g

s ie tists, a d H‘ pra titio ers fro all o er Europe. E e ts are usuall hosted o e of the

u i ersities i the Dut h H‘M et ork a d orga ized i lose olla oratio ith PhD

stude ts of the respe ti e u i ersit . Please e o e a e

er of pH‘esh joi i g our

Li kedi group pH‘esh H‘M & OB PhD Net ork or o ta ti g o e of the oard

e

ers. We hope to el o e ou soo o a of our up o i g e e ts!

Bria Door e al

. .door e al@ u. l

Lie Vossaert

lie . ossaert@uge t. e

“a e Fee stra

s.fee stra@rug. l

(9)

CONFERENCE VENUES

1 Registration and opening ceremony: Utrecht University Hall, Domplein 29

2 Lunch: Domkerk, Achter de Dom 1

3 Parallel sessions: Utrecht University School of Governance (USG), Bijlhouwerstraat 6

4 Conference dinner: Winkel van Sinkel, Oudegracht 158

5 Lunch and Closing ceremony: Geertekerk, Geertekerkhof 23

6 Central Station, Stationshal 12

(10)

10

HOW TO GET FROM A TO B: BY FOOT

From Central station to Opening ceremony (Domplein 29)

From Lunch (Achter de Dom 1) to the parallel sessions (Bijlhouwerstraat 6)

(11)

CONFERENCE PROGRAMME

Wed esda No e

er ,

– Ph.D. stude t o sortiu

Wel o e ith offee a d tea / . – .

Ple ar el o e a d rief e pla atio of the progra

e/ . – .

Prese tatio o Ho to sur i e our PhD / . – .

“peaker: Kari a a de Voorde

I tera ti e dialogues / . – .

“ all group dialogues ith a professor a d a postdo /assista t professor a out dile

a s

related to the parti ular phd stage.

Co tri utors: prof. dr. Paul Boselie, prof. dr. Paul Ja se , dr. E a K ies prof. dr. Peter Leisi k,

dr. Christi a Me ers, dr. Caroli Osse kop

Lu h / . – .

Prese tatio of pH‘esh PhD et ork/ . – .

Prese t our o

resear h / . – .

PhD stude ts prese t their o resear h a d dis uss this ith peers a d a se ior s holar.

Co tri utors: dr. Matthijs Bal, prof. dr. Ta a Bo darouk, dr. Ni k Dries, prof. dr. Da id Guest,

dr. A e Keega , dr. E a K ies, dr. Dorie Kooij, prof. dr. Wolfga g Ma rhofer

E aluatio a d Closi g / . – .

Di er ith the oard of the Dut h H‘M Net ork / . – .

(12)

12

Thursda No e

er ,

Registration / 9.30

–

10.30

Location: Utrecht University Hall

Opening / 10.30

–

10.45

Location: Unie van Utrechtzaal, University Hall

Opening by the chair of the Dutch HRM Network Paul Boselie

Keynote speaker / 10.45

–

12.00

Location: Unie van Utrechtzaal, University Hall

Keynote speaker: Wolfgang Mayrhofer

Buffet lunch / 12.15

–

13.15

Location: Domkerk Utrecht

Parallel Sessions I / 13.45

–

15.45

Location: Utrecht University School of Governance

“ee p. for a detailed paper progra

e a d eeti g roo i for atio

Coffee / tea break / 15.45

–

16.15

Parallel Sessions II / 16.15

–

18.15

“ee p. for a detailed paper progra

Conference dinner / 19.15

–

23.30

Location: Winkel van Sinkel

(13)

Frida No e

er ,

Parallel Sessions III / 8.30

–

10.30

Coffee / tea break / 10.30

–

11.00

Parallel Sessions IV / 11.00

–

13.00

Buffet lunch / 13.15

–

14.15

Location: Geertekerk

Keynote speaker / 14.15

–

15.30

Keynote speaker: Veronica Hope Hailey

Closure / 15.30

–

15.45

(14)

14

CONFERENCE SPONSORS

(15)

KEYNOTE SPEAKERS

WOLFGANG MAYRHOFER

Professor of Management and Organisational Behaviour, Vienna Uniersity of Economics and Business

Wolfgang Mayrhofer is Full Professor and head of the Interdisciplinary Institute of Management and Organisational Behaviour, WU Vienna, Austria. He previously has held research and teaching positions at the University of Paderborn, Germany, and at Dresden University of Technology, Germany, after receiving his diploma and doctoral degrees in Business Administration from WU.

He conducts research in comparative international human resource management and leadership, work careers, and systems theory and management and has received several national and international rewards for outstanding research and service to the academic community. His teaching assignments at the doctoral, graduate and executive level and his role as visiting scholar led him to many universities around the world. He regularly consults to both private and public sector organisations, with an emphasis on leadership, team and self-development by outdoor training/sailing (see www.championships.at). Wolfgang is a member of the editorial/advisory editorial board of a number of international journals, among others Career Development International, Cross-Cultural Management, Journal of Management, Spirituality and Religion, and Organization Studies. He also is an associate at the Centre for Research into the Management of Expatriation (Cranfield, UK), a research fellow at the Simon Fraser University Centre for Global Workforce Strategy (Vancouver, Canada), and a member of the academic advisory board of AHRMIO, the Association of Human Resource Management in International Organisations.

VERONICA HOPE HAILEY

Professor, Dean, School of Management, Chair in Management Studies, School of Management, Bath University

Professor Hope Hailey is the Dean of the School of Management at the University of Bath and holds a Chair in Management Studies. She is currently a member of the “teeri g Group for the UK Go er e t s Task For e o E plo ee E gage e t a d as a ed a o g the UK s Top Most I flue tial H‘Thi kers i , 2013, 2014 and 2015. Her previous appointments include Associate Dean and Professor of HRM at Cass Business School, Professor of HRM at Cranfield School of Management, Professor of Strategy at Bath between 2004 & 2006, and also a Fellowship at the University of Cambridge.

Professor Hope Hailey has worked for over 20 years on issues to do with strategic change in organisations and has co-authored one of the bestselling text books on the topic, Exploring Strategic Change, for which the fourth edition is forthcoming.

(16)

16

PAPER PRESENTATIONS

Thursday November 12 Thursday November 12 Friday November 13 Friday November 13 Paper sessions 1 Parallel session 2 Parallel session 3 Parallel session 4

Subthemes organized at each moment 13.45 – 15.45 16.15 – 18.15 8.30 – 10.30 11.00 – 13.00

The active employee: antecedents, outcomes, and implications for HRM

x 1.22 1.22 1.22

Contextualised HRM outomces 1.06 1.06 x 1.06

Employer engagement: HRM and vulnerable labour-market groups

x x 1.02 1.02

Graduates' real-life test: getting a job and

starting a career x 1.34 x x

HRM actors and technology 2.29 x 2.29 x

HRM and Leadership x 2.02 2.02 2.02

HRM, well-being and performance: The role

of work context x 2.04 2.04 2.04

Implementing Organizational Change 2.06 2.06 x x

International Human Resource Management x 2.29 x x

Learning, development and talent

management 2.12 x 2.12 2.12

A Paradox Perspective On HRM Tensions x x 2.06 2.06

Recontextualizing work and management of

care professionals 1.02 1.02 x x

Sustainable Careers, Employability and Flexibility

x x 2.20 2.20

The Teams, They Are a Changing:

recontextualizing contemporary work groups

2.20 x 1.34 x

Working flexibly in flexible work spaces 1.34 x x 1.34

Work Engagement: exploring differences within and across contexts

2.02 x x x

Work-life research and HRM 1.22 x x x

(17)

Parallel Sessio s I

Thursda No e

er , . – .

Contextualised HRM outcomes Room 1.06

Best HRM-performance configurations: a critical review and research agenda

M.A. Korotka, A. Bos-Nehles, T. Bondarouk

Human Resource Management and performance in a changing economic context

Alexandra- Paraskevi Chytiri, David Guest, Leda Panayotopoulou

HRM practices and research performance linkage in higher education context

Jolanta Jaskiene, Ilona Buciuniene

HRM actors and technology Room 2.29

Comparing line management and employee reports of implemented HR practices in work units

S.E. Beijer, M.J.P.M. van Veldhoven, R. Peccei, J. Paauwe

Action research in the HRM field: a critical perspective and guidelines

Tanya Bondarouk, Jorrit van Mierlo

Employee competences, motivations, and intrapreneurship Coen Rigtering, Utz Weitzel, Achiel Fenneman

The influence of HRM practices on innovative work behaviour: a systematic literature review

Anna Bos-Nehles, Maike Janssen

Implementing Organizational Change Room 2.06

The impact of middle managers' trust in senior management on their change leadership behaviours and success in change implementation

Malcolm Higgs, Liza Castro Christiansen

HR department's influence tactics in HR practices' effective implementation

Jordi Trullen, Mireia Valverde

Change leadership and team adaptivity: a multilevel assessment of organizational change implementation in public services

Joris van der Voet, Bram Steijn, Ben Kuiper

Change experiences and leadership in government reform: how bureaucracy threatens commitment to change

(18)

18

Learning, development and talent management Room 2.12

Recontextualizing talent development: a study on two Indian organizations with British and Dutch origin

Dipak Kumar Bhattacharyya

Goal orientation profiles as predictor for participation in team learning activities

E.M. Kunst, M. van Woerkom, R.F. Poell

Rethinking inclusive TM: shifting the focus from talent to untapped potential

Giverny de Boeck, Nicky Dries

Train diverse teams, or train their leaders? The role of leader learning goal orientation in determining diversity training effectiveness

Claudia Buengeler, Astrid Homan, Robert Eckhoff, Wendy van Ginkel, Eric Kearney, Sven Voelpel

Recontextualizing work and management of care professionals Room 1.02

On becoming 'one of them': identity, knowledge, quality and efficacy in healthcare professionals

Célio Sousa, Paul Hendriks

Examining the effect of organizational safety climate on health care workers health and health care utilization: a 2-1-2 mediational multilevel approach

Babette Bronkhorst, Brenda Vermeeren

"I want to break free": recontextualizing professional standards by locum doctors in German hospitals

Maximiliane Wilkesmann, Caroline Ruiner, Birgit Apitzsch

Contextualizing the implementation and internalization of HRM: investigating the case of quality and patient safety policies for healthcare professionals

Ulrike Weske, Paul Boselie, Liesbeth van Rensen, Margriet Schneider

Contextualizing safety management approaches in hospital care

Carien Alingh, Jeroen van Wijngaarden, Jaap Paauwe, Robbert Huijsman

The Teams, They Are a Changing: Recontextualizing contemporary work groups Room 2.20

The psychological dynamics of working in interorganizational teams: Towards an HR agenda

Sandra Schruijer

Unexpected events in (project)teams Chantel Savelsbergh, Sjir Uitdewilligen, P. Storm

Multiple team membership - what drives employee commitment to competing demands?

Christina Butler, Katja Einola, Kristiina Mäkelä, Olli-Pekka Kauppila, Peter Zettinig

The adaptability of the primary care team concept: a literature review and empirical overview of primary care teams in the Netherlands

Kirti Doekhie, Martina Buljac, Mathilde Strating, Jaap Paauwe

Work teams in the 21st century: a review of the past and a look into the future

(19)

Working flexibly in flexible work spaces Room 1.34

Independent contractors as neglected workforce in SHRM Caroline Ruiner, Charissa Freese

When control becomes a liability rather than an asset: comparing home days and office days among part-time teleworkers

Michal Biron, Marc van Veldhoven

New Ways of Working and Leadership Behavior: A Configurational Approach

Martine Coun, Rob Blomme, Pascale Peters

The yin and yang of new ways of working Tim Gielens, Steven van der Oord

Commitment profiles and creative process engagement in inter-organizational innovation projects

Yvonne van Rossenberg, Kathleen Bentein, Juani Swart, Nick Kinnie

Work Engagement: exploring differences within and across contexts Room 2.02

Contextualising engagement: the engaged and alienated worker?

Edel Conway, Kathy Monks, Na Fu, Kerstin Alfes, Katie Bailey

New ways of working and work engagement Ruud Gerards, Claudia Baudewijns, Andries de Grip

Contextualized or general motivation measures: public service motivation and autonomous motivation as two related yet different antecedents of individual performance

Wouter Vandenabeele

Disentangling the relation between HRM practices and individual job performance: the role of engagement and age diversity climate

Silvia Profili, Alessia Sammarra, Laura Innocenti

Different ways of governing deviant academics and a disregarded institution

Uwe Wilkesmann

Work-life research and HRM Room 1.22

The relationship between corporate volunteering employee attitudes and wellbeing: the mediating role of pride and organisational identification

Ratnesvary Alahakone, Kerstin Alfes, Stephen Gourlay

Work-family conflict and coping mechanisms among women workers: a perspective from Indonesia

Neil Semuel Rupidara, Anita Dilly

Blood is thicker than water: the moderating role of familialism on the relationship between work-family stressors and work-family conflict

(20)

20

Parallel Sessio s II

Thursda No e

er , . – .

The active employee: antecedents, outcomes, and implications for HRM Room 1.22

Increasing person-job fit with a job crafting workshop: the moderating role of age

Dorien Kooij, Marianne van Woerkom, Julia Wilkenloh, Luc Dorenbosch, Jaap Denissen Employee and work factors that activate or inhibit generic

and context-specific job crafting behaviour

Luc Dorenbosch, Dagmar Beudeker

Multiple Job Holding in the Public Sector Context: motivations, outcomes and implications

Brenda Vermeeren

Proactive work behavior and well-being: the role of job crafting and career competencies

Judith Plomp, Maria Tims, Jos Akkermans, Svetlana Khapova, Paul Jansen,

Arnold B. Bakker

Contextualised HRM outcomes Room 1.06

The relationship between team-level HRM practices, team processes and employee performance

Kerstin Alfes, Adrian Ritz

The psychological micro-foundations of employer-employee information asymmetry

Nagarajan Ramamoorthy, Subodh Kulkarni

The organizational-level effects of asymmetries in task dependence: gaining new insights by connecting OB and HRM theory and research

Simon de Jong,

Florian Kunze, Heike Bruch Multilevel theory building in HRM research: critical

reflection guidelines

Maarten Renkema, Jeroen Meijerink, Tanya Bondarouk

Graduates' real-life test: Getting a job and starting a career Room 1.34

Do selection tests matter? A longitudinal study on academic performance and career success

Jan P.M. Morsch, Melanie de Ruiter, Robert J. Blomme

Attractive jobs and organizations for young job seekers Stephan Corporaal, Maarten van Riemsdijk, Tinka van Vuuren

Understanding Early Global Leadership Competencies and International Career Aspirations in Young Graduates

Christina Butler, Ricardo Rodrigues

The link between core self-evaluations, career aspirations, vocational identity and perceived employability among recent graduates: a moderated mediation model

Ricardo Rodrigues, Christina Butler

Supporting self-management: the role of career

competencies and job crafting in young employees' work-related well-being

(21)

HRM and Leadership Room 2.02

Leader inclusiveness in the workplace - implications of HR-theory for leadership

Claudia Buengeler, Hannes Leroy

Managerial discretion and HRM implementation Juan López-Cotarelo

A servant leadership perspective on high performance work systems

Dirk van Dierendonck, Milton Sousa

A multifaceted diversity management construct: developing a measurement scale

Tanachia Ashikali

HRM, well-being and performance: The role of work context Room 2.04

Strategic HRM and employee well-being: a cross-cultural analysis in Europe

Marco Guerci, Sven Hauff

What makes workers happy: autonomy, voice or unions Peter van der Meer

Employee performance management systems and social well-being: the role of the strength of the systems

Thomas van Waeyenberg, Adelien Decramer, Alex Vanderstraeten

Employee experiences of HRM through daily affective events: a diary study on the relationship between HRM attributions, expectancy perceptions, and work engagement

Suja Chacko, Neil Conway

Implementing Organizational Change Room 2.06

Implementation of transferred HRM practices in MNC's subsidiaries

Anna Bos-Nehles, Sören Labrenz, Tanya Bondarouk

Revisiting HRM systems strength: conceptualising the dynamic nature of HRM implementations

Jorrit van Mierlo, Tanya Bondarouk

Strategic HRM during organizational decline: a contextual approach

(22)

22

International Human Resource Management Room 2.29

Expatriate psychological contracts Melanie de Ruiter, Xander Lub, Ellen Jansma, Robert Blomme

Shedding light on the missing voice in performance management: empirical evidence on employees' preferences from four continents

Lena Knappert, Marion Festing

Contextualizing the diffusion of HRM practices across MNCs' subsidiaries: a case of the global banking sector after the global financial crisis

Teresa Shuk-Ching Poon, Lee Shau Kee

Transferring HRM policies: South Korean MNE's subsidiaries in India and the USA

Chul Chung

Reporting responsible HRM practices in Europe Rosalía Díaz-Carrión, Pedro Romero-Fernández, Macarena López-Fernández

Recontextualizing work and management of care professionals Room 1.02

Employability in a hospital context: the relevance of differentiating between occupational groups

Jasmijn van Harten, Eva Knies, Peter Leisink

Job demand or job resource? A multiple-case study about feedback provision on quality measurements to hospital nursing teams

Suzanne Giesbers, Roel Schouteten, Erik Poutsma, Beatrice van der Heijden, Theo van Achterberg

Changing roles, expectations and needs of health-care professionals in the extramural care in the Netherlands

Sasha Kraus-Hoogeveen, Pascale Peters, Els van der Pool, Beatrice van der Heijden

Time to recover: the role of recovery in the link between high involvement work practices and burnout

Steven Kilroy, Janine Bosak, Patrick Flood, Lisa van der Werrf

(23)

Parallel Sessio s III

Frida No e

er , . – .

The active employee: antecedents, outcomes, and implications for HRM Room 1.22

Empowering leadership and task i-deals: an explanation from Selfdetermination Theory

Elise Marescaux, Sophie de Winne, Anja van den Broeck

Why and how do employees negotiate idiosyncratic deals? An exploration of the process and context of I-deal negotiation

P. Matthijs Bal

Unlocking Proactivity: the effects of an empowering leadership intervention on follower proactivity and innovation

Renske van Geffen, Deanne den Hartog, Frank Belschak

How do HRM practices shape employees' proactivity? Exploring mediators and moderators

Kerstin Alfes, Ricardo Rodrigues, David Guest, Teresa Oliveira

Variability in PE fit: implications for employees' traditional and pro-change performance behavior

Wouter Vleugels

Employer engagement: HRM and vulnerable labour-market groups Room 1.02

The role of labour market intermediaries in the recruitment of disadvantaged groups

Jo Ingold, Danat Valizade

Employer-directed strategies of prevention in social security Weys Qaran, Menno Fenger, Romke van der Veen

Employers and employment services: friends or foes? Thomas Bredgaard Offering jobs to workers with disabilities within

organizations: an employer's perspective

Charissa Freese, Irmgard Borghouts

HRM actors and technology Room 2.29

The adoption of new working conditions among Dutch municipalities: comparing the perceptions of public leaders versus their employees

Hanna de Vries, Victor Bekkers, Lars Tummers

Traditional, hierarchical leadership and non-hierarchical in knowledge dissemination: a clash of leadership styles undermining the effectiveness of the knowledge innovation process

Rainer Hensel, Frans Meijers, Ellen Sjoer, Ton Korver

(24)

24

HRM and Leadership Room 2.02

Creating human capital value and encouraging creative teams: an analysis of managerial engagement and charisma

Robert Verburg, Corine Boon, Deanne den Hartog

The influence of leadership on creativity: a meta-analysis of experimental studies

Lars Tummers, Peter Kruyen

The impact of servant leadership on a climate for innovation and performance

Stephan Dorsman, Lars Tummers, Marcel Thaens

Determinant factors in the human resource management formulation process: a cognitive approach of two alternative models

Natalia García-Carbonell, Fernando Martín-Alcázar, Gonzalo Sánchez-Gardey

HRM, well-being and performance: The role of work context Room 2.04

Let's hear it from the leaders! How psychological contract breach by followers affects weekly emotional exhaustion of leaders

Jeroen de Jong, Mike Clinton, Matthijs Bal, Beate van der Heijden

Working towards greater conceptual clarity of the HR practices construct: identifying focal and associated constructs and setting out a research agenda

S.E. Beijer, R. Peccei, M.J.P.M. van Veldhoven, J. Paauwe

HRM in context: a configurational analysis of HRM systems and their antecedents in Britain

Riccardo Peccei

High performance work practices and organisational performance: do happy workers matter?

Ning Wu, Karin Sanders, Helen Shipton & Veronica Lin

Learning, development and talent management Room 2.12

Development paths of project managers: How, what and when do they learn from experiences and who supports their learning?

Chantal M.J.H. Savelsbergh, Liselore Havermans, Peter Storm

Talking about Cooperation during appraisal interviews: training managers to take the context of behaviour into account

Simone Schenk, Rob Poell, Robert-Jan Simons, Willem de Lange

Talent Management in the public sector Marian Thunnissen, Paul Boselie

Focusing on individual strengths in organizations: literature review, theory building and implications for practice

(25)

A Paradox Perspective On HRM Tensions Room 2.06

A paradox perspective on HRM tensions Anne Keegan, Ina Ehnert, Julia Brandl

Should I stay or should I go? Looking at work relationship maintenance in early organizational socialization

“aša Batistič, ‘o ert Kaše

HRM from the perspective of HR managers: practice and theory

Marcio Ogliara, Maria José

A paradox perspective on engagement: exploring new insights on tensions and responses

Helen Francis, Anne Keegan, Allan Ramdhony

Sustainable Careers, Employability and Flexibility Room 2.20

Early career development in academia Katharina Chudzikowski, Verena Aichholzer

Many ways to employability: the interplay between individual and the context

Sofija Pajic, Eloisa Federici, Stefan Mol, Gabor Kismihok

Applying to different jobs at the same organization: consistency in behavior and invitation to job interviews

Clemens Hutzinger, Julia Brandl, Kaitlin Appleby

How to disentangle the career management triangle? Tim Gielens, Ans de Vos, David Stuer

Agent and structure: a Bourdieusian contextualization of employability

Jasper Delva, Anneleen Forrier, Nele de Cuyper

The Teams, They Are a Changing: Recontextualizing contemporary work groups Room 1.34

The bright and dark sides of leadership motivation: How a leader s oti atio to lead i pa ts follo ers per eptio s of the leader s effe ti e ess

Prof. Laura Guillén, Katleen E. De Stobbeleir & Dieter Melsens

When Employee Performance Management affects Affective Commitment: The role of Climate and Task Interdependency

Mieke Audenaert, Adelien Decramer & Tine van Thielen

The impact of employee co-ownership on team commitment, team voice and team productivity

Renee de Reuver, Brigitte Kroon, Damian Madinabeitia, Uni Elorza

Goal orientation: testing the effect of goal clarity on team performance in the public sector

Marieke van der Hoek, Sandra Groeneveld, Ben Kuipers

Explaining the relationship between teamworking and organizational performance: employee-mediated,

(26)

26

Parallel Sessio s IV

Frida No e

er , . – .

The active employee: antecedents, outcomes, and implications for HRM Room 1.22

An examination of the job crafting processes of knowledge workers

Gráinne Kelly, Kathy Monks, Edel Conway, Katie Bailey, Patrick Flood, Enda Hannon

Job crafting over the lifespan: an interview study Dorien Kooij Job crafting as a key to success for sustainable

employability: a research agenda

Mandy Brouwer

The many faces of job crafting: when and how employees will initiate change in their jobs

Uta Bindl, Kerrie Unsworth, Cristina Gibson

Contextualised HRM outcomes Room 1.06

The impact of socially responsible human resources policies on intellectual capital

Jesús Barrena-Martínez, Macarena López-Fernández, Pédro Miguel Romero-Fernández Network HR: the agenda for HR management in managing

organisational partnerships

Paul Sparrow, Lilian Otaye-Ebede, Jill Miller

Motivation enhancing HR-practices and organizational commitment: what happens during turbulent economic times?

Costas Photiou, Tracy Scurry

HRM-Flexibility in context: the role of institutionalized reflexivity

Frank Schrimer, Silke Geithner, Michael Gühne

Employer engagement: HRM and vulnerable labour-market groups Room 1.02

Hiring and retaining vulnerable unemployed: HR practices and performance

Rik van Berkel, Eva Knies

Reducing the risk of unemployment: a qualitative study to Employer engagement in a Dutch network facilitating work-to-work transitions

Maarten Debets, Rik van Berkel, Paul Boselie

Employer engagement: evaluation of antecedents and outcomes

Nicolette van Gestel, Shirley Oomens, Eva Buwelda-Groeneweg

Examining workers in context: a study of wellbeing in the New Zealand hospitality and retail sectors

Fiona Edgar, Alan Geare, David Saunders, Maike Baecker, Illai Fa'Anunu

The impact of HR practices and supervisor support on the performance and early career of young employees: results of a longitudinal study

(27)

HRM and Leadership Room 2.02

Selecting for academic excellence in times of precarity: the role of academic elites

Channah Herschberg, Yvonne Benschop, Marieke van den Brik

How do the skillsets of SME leaders affect HRM systems James Hayton, Andrew Lockett, Stephanie Fabri

Temporal issues in person-organization fit, person-job fit, and turnover: the role of leader-member exchange

Michal Biron, Corine Boon

Authentic leadership and strategic human resource management

Carol Gill, Hannes Leroy, Kelly Davis McCauley, William Gardner

HRM, well-being and performance: The role of work context Room 2.04

Workload in higher education Josje Dikkers, Katharina Künnen, Gercoline van Beek

HPWS-absenteeism linkages: the role of commitment and demanding working conditions

Renee de Reuver, Karina van de Voorde

Task dynamics in the context of teaching jobs: relationships with teacher well-being and performance

Hannah Berkers, Luc Dorenbosch, Stefan Mol

Exploring the links between HRM, well-being and performance

Fiona Edgar, Alan Geare, Annie Zhang & Elizabeth Rose

Learning, development and talent management Room 2.12

Talent management secrecy: a full-cycle research project Nicky Dries

Introducing the concept of Strategic HR differentiation: a literature review and research agenda

Alissa van Zijl, Sophie de Winne, Elise Marescaux, Lieven Brebels, Luc Sels Improving beginning teachers' induction in Dutch

institutions for vocational education and training

Piety Runhaar, Renate Wesselink

The effects of strengths intervention on self-efficacy and personal growth initiative: the moderating role of prior strengths awareness and use

(28)

28

A Paradox Perspective On HRM Tensions Room 2.06

Where the women are not: sustaining inequality through gendered wording in job postings

Kaitlin Appleby, Julia Brandl, Clemens Hutzinger

An integrative framework for employment relationship: perceptions about strength and perceived organizational support

Ramon Valle, Mar Bornay, Mirta Diaz-Fernandez, Alvaro Lopez-Cabrales HRM in a historical context: the role of (local) governments Jan Kees Looise

Dealing with dualities: a paradox perspective on talent management and diversity management

Dagmar Daubner, Claartje Vinkenburg, Paul Jansen

Sustainable Careers, Employability and Flexibility Room 2.20

Escaping underemployment after becoming unemployed: the role of job search behaviour and self-efficacy

Sarah Vansteenkiste, Marijke Verbruggen

Supervisor- and employee-rated employability explaining developing leadership behaviour and work engagement

Elise Marescaux, Anneleen Forrier, Nele de Cuyper, Sophie de Winnie

Career control, Career dialogue and Managerial Position, how do these matter for employability? Examining their three-way interaction effect on perceived employability

Monique Veld, Judith Semeijn, Tinka van Vuuren

Psychological contract: the interrelations of promise fulfilment, perceived importance and trust

Eva Degeyter, Sara de Hauw, Ine Willemse, Dirk Buyens

Working flexibly in flexible work spaces Room 1.34

Recontextualizing careers by following artefacts: object-centred methods in career studies

Hannelore van den Abeele

Rewarding Employee Referrals Greet van Hoye, Sara Stockman

Female managers enrolled in and leaving the Dutch police organization

Esther Neven

Intra-firm differences and consistencies in compensation systems: a study on HR differentiation within the Dutch financial industry

Ritchie de Blieck, Renee de Reuver, Jaap Pauwe

Moral policies: a license to discriminate in selection procedures?

(29)

CONFERENCE DINNER

De Wi kel a “i kel ill ser e a alki g di er . As ou a ha e guessed, t

his implies that

you may walk around instead of having a fixed seat at one table. Over the evening 5 courses

will be served. Because of the number of guests this is a fixed menu without choices.

However, for those guests who have registered their diets there is a vegetarian walking

dinner and for those guests who have specific allergies special courses are available in the

side lobby (i.e. the cocktail lounge).

Walking Dinner

Quiche Mediterrane

Mediterranean Quiche

***

La elle a La el ‘ouge zal geser eerd et ko ko

er e ee i aigrette a

yoghurt en Yuzu

Sli es of ‘ed La el sal o , ser ed ith u u

er a d a i aigrette of yogurt a d Yuzu

***

Gebakken kabeljauw met een laagje kruiden couscous

Fried cod covered with herbs and couscous

***

Zacht gegaarde lamsschouder met een lichte knoflookmousseline en jonge spinazie

Slowly cooked lamb shoulder with a mild garlic muslin and young spinach

***

IJsgekoeld soepje van ananas met een mousse van kwark en een rode pepersiroop

Iced pineapple soup with a mousse of curd and red pepper syrup

Vegetarian Walking Dinner

Quiche Mediterrane

Mediterranean Quiche

***

Kokos curry met wokgroente en noodles

Coconut curry with stur-fried vegetables and noodles

***

Pita broodje met falafel en salade

Pitta with falafel and salad

***

(30)

30

OTHER PRACTICAL INFORMATION

I porta t pho e u

ers:



The orga izi g o

ittee of the o fere e:

o

+

Cori e Buers

o

+

-

Ma i e Dekkers



E erge

u

er poli e, fire depart e t, a

ula e :



Ge eral pra titio ers ser i e e tre Utre ht: +

Burge eester Fo ke a A dreaelaa ,

KD Utre ht



Phar a ist out

-

of

-

hours ser i e e tre Utre ht: +

Burge eester Fo ke a A dreaelaa ,

KT Utre ht

Tra sportatio i Utre ht:

Everything in the centre of Utrecht

lies ithi alki g dista e e.g. it s a

-20 min walk from the

railway station to the different conference venues; a 15-20 min walk between the locations of the

keynote presentations and the Utrecht University School of Governance). Going on foot is the easiest

mode of transportation.

If you prefer to travel by bus, you can take several citybusses at Utrecht Central Station to almost all

locations (see the map of Utrecht central below)



For travelling to Utrecht University Hall and Domkerk: take citybus 2 (direction:

Museumkwartier) at Utrecht Central Station and get off a

t the usstop Do plei



For travelling to Utrecht University School of Governance: take citybus 2 at Utrecht Central

Station (direction: Museumkwartier) and get off a

t the usstop Tolsteeg rug/ Ledig Erf

.

You then walk in the direction of the Oudegracht/Bijlhouwerstraat. The building is situated

diago all a ross afé De Poort ,

the entrance is opposite to a small Postal Office.

Information about time tables, bus lines and tickets can be found online (

http://9292.nl/en

).

Taxi companies:



U.T.C.

+31 (0)30 230 0400

(31)

(32)

32

I ter et a ess:

Duri g the o fere e, there ill e ireless i ter et a ess for all parti ipa ts i earl all

the o fere e e ues. You a also fi d the logi i for atio o the a k of our a e

adge.

Location Network Password

Utrecht University Hall (opening cermony)

Eduroam Free, if your institution has an eduroam account. You will be automatically connected.

UU-visitor Free, if you accept the terms and conditions. You will then be automatically connected.

Domkerk No WIFI available

Utrecht School of Governance (parallel sessions)

Eduroam Free, if your institution has an eduroam account. You will be automatically connected.

UU-visitor Free, if you accept the terms and conditions. You will then be automatically connected.

Winkel van Sinkel (conference dinner)

WVS wvsevents

Geertekerk

(lunch and closing ceremony)

Gasten Geertekerk!23

Follow us o Twitter:

@Dut hH‘MNet ork | #dut hhr

et ork

(33)

BEST PAPER AND BEST DISSERTATION AWARD

The

best paper award

presented at this conference is sponsored by the International Journal of Human

resource Management.

The

best dissertation award

presented at this conference is sponsored by Bright & Company.

CALL FOR PAPERS

–

SPECIAL ISSUES

Employer engagement: connecting social policies and human resource policies for vulnerable

labour market groups

to be published in the Human Resource Management Journal (HRMJ)

editors: Rik van Berkel, Jo Ingold, Patrick McGurk, Thomas Bredgaard & Paul Boselie

The deadline for submissions

is December 1st, 2015

. Papers to be considered for this special issue

should be submitted online via http://mc.manuscriptcentral.com/hrmj .

More information can be found at:

http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)1748-8583\

***

Bridging leaderschip & HRM

–

Theory and Reserach

to be published in the Human Resource Management Review (HRMR).

editors: Hannes Leroy, Deanne den Hartog & Jesse Segers

In order to be considered for publication in this Special Issue, full papers (approx. 30-50 pages)

should be sent via email to Hannes Leroy (hll37@cornell.edu) by

January 1 2016

.

More information can be found at:

(34)

34

(35)

(36)