M01831
1
2
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
NOTES ............................................................................................................................ 34
3
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.
This ear s o fere e the e is re o te tualizi g H‘M . ‘e o te tualizi g ea s: To pla e
or view (a work of literature or art, for example) in a new or unfamiliar context, especially in
order to suggest a differe t i terpretatio . ‘e o te tualizi g H‘M refers to gi i g o te t
a central position in our research and studying contemporary HRM challenges from
completely new and different perspectives. Early HRM models emphasize the relevance of
context for the shaping of employment relationships in organizations. In the Harvard
4
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 psychologization 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
On behalf of the Board of the Dutch HRM Network and the local organizing committee
5
THE LOCAL ORANIZING COMMITTEE
Prof dr. Paul Boselie
Chair of the Dut h H‘M
Net ork
Jas ij
a Harte , M“
Cori e Buers, M“
“e retar of the Dut h H‘M
Net ork
Ma i e Dekkers
E a K ies, PhD
Prof. dr. Peter Leisi k
6
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. Dirk Bu e s
Vleri k Busi ess “ hool
Prof. dr. Paul Ja se
VU U i ersit A sterda
Prof. dr. Eri Molle a
U i ersit of Gro i ge
Prof. dr. Lu “els
KU Leuven
Prof. dr. Beate a der Heijde
‘ad oud U i ersit Nij ege
Prof. dr. Bra “teij
Eras us U i ersit ‘otterda
Prof. dr. Marc van Veldhoven
Tilburg University
7
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
Lie Vossaert
“a e Fee stra
Wouter Vleugels
. .door e al@ u. l
lie . ossaert@uge t. e
s.fee stra@rug. l
outer. leugels@kuleu e . e
8
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
All locations can also be found on the large map of Utrecht in your conference bag!
9
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)
From the parallel sessions (Bijlhouwerstraat 6) to the Conference dinner (Oudegracht 158 )
10
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
Prese tatio o Ho to sur i e our PhD /
“peaker: Kari a a de Voorde
.
–
e/
.
–
.
.
I tera ti e dialogues / . – .
“ all group dialogues ith a professor a d a postdo /assista t professor a out dile
related to the parti ular phd stage.
as
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 /
A di er is offered the oard.
Lo atio : Witte Ballo s, Lij arkt
.
–
.
11
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
Location: Utrecht University School of Governance
Parallel Sessions II / 16.15 – 18.15
Location: Utrecht University School of Governance
“ee p. for a detailed paper progra
e a d eeti g roo
i for atio
Conference dinner / 19.15 – 23.30
Location: Winkel van Sinkel
With presentation of the best paper award and best dissertation award
12
Frida No e
er
,
Parallel Sessions III / 8.30 – 10.30
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 / 10.30 – 11.00
Location: Utrecht University School of Governance
Parallel Sessions IV / 11.00 – 13.00
Location: Utrecht University School of Governance
“ee p. for a detailed paper progra
e a d eeti g roo
i for atio
Buffet lunch / 13.15 – 14.15
Location: Geertekerk
Keynote speaker / 14.15 – 15.30
Location: Geertekerk
Keynote speaker: Veronica Hope Hailey
Closure / 15.30– 15.45
Location: Geertekerk
With presentation of the Dutch HRM Network award
13
CONFERENCE SPONSORS
14
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.
Veronica specialises in working with large, mature organisations in collaborative research
partnerships. A consistent theme of the collaborations is exploration of the challenges of corporate renewal
and people transformation. Her most recent work has focused on the Repair of Trust following the financial
risis, ul i ati g i a series of reports for the CIPD, Where has all the trust go e? , Culti ati g Trust orth
Leaders a d E perie i g Trust orth Leadership . I
she published two CIPD reports with Professor
Julia Balogu o La di g Tra sfor atio al Cha ge . This resear h as u dertake
ithi
orga isatio s,
including the John Lewis Partnership, GKN, Norton Rose, HMRC and a banking group. Veronica has also
researched internationally comparing Employee Engagement and Performance Management in the UK, India
and China and The Netherlands, a project funded by Society for HRM in the USA.
15
PAPER PRESENTATIONS
Thursday
Thursday
Friday
Friday
November 12 November 12 November 13 November 13
Paper
Parallel
Parallel
Parallel
sessions 1
session 2
session 3
session 4
Subthemes organized at each moment
The active employee: antecedents,
outcomes, and implications for HRM
13.45 – 15.45 16.15 – 18.15
8.30 – 10.30
11.00 – 13.00
x
1.22
1.22
1.22
1.06
1.06
x
1.06
x
x
1.02
1.02
x
1.34
x
x
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
2.06
2.06
x
x
x
2.29
x
x
2.12
x
2.12
2.12
x
x
2.06
2.06
Recontextualizing work and management of
care professionals
Sustainable Careers, Employability and
Flexibility
The Teams, They Are a Changing:
recontextualizing contemporary work groups
1.02
1.02
x
x
x
x
2.20
2.20
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
Contextualised HRM outomces
Employer engagement: HRM and vulnerable
labour-market groups
Graduates' real-life test: getting a job and
starting a career
HRM actors and technology
Implementing Organizational Change
International Human Resource Management
Learning, development and talent
management
A Paradox Perspective On HRM Tensions
green cells
red cells
= session with paper presentations and room number at USG;
= no paper presentations
16
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
HR department's influence tactics in HR practices' effective
implementation
Malcolm Higgs, Liza Castro Christiansen
Change leadership and team adaptivity: a multilevel
assessment of organizational change implementation in
public services
Change experiences and leadership in government reform:
how bureaucracy threatens commitment to change
Joris van der Voet, Bram Steijn, Ben Kuiper
Jordi Trullen, Mireia Valverde
Malcolm Higgs, Ben Kuipers, Bram Steijn, Lars
Tummers
17
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 2-12 mediational multilevel approach
"I want to break free": recontextualizing professional
standards by locum doctors in German hospitals
Babette Bronkhorst, Brenda Vermeeren
Contextualizing the implementation and internalization of
HRM: investigating the case of quality and patient safety
policies for healthcare professionals
Contextualizing safety management approaches in hospital
care
Ulrike Weske, Paul Boselie, Liesbeth van
Rensen, Margriet Schneider
Maximiliane Wilkesmann, Caroline Ruiner,
Birgit Apitzsch
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
Work teams in the 21st century: a review of the past and a
look into the future
Kirti Doekhie, Martina Buljac, Mathilde Strating,
Jaap Paauwe
Danut Casoinic
18
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
New Ways of Working and Leadership Behavior: A
Configurational Approach
Michal Biron, Marc van Veldhoven
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
Martine Coun, Rob Blomme, Pascale Peters
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
Disentangling the relation between HRM practices and
individual job performance: the role of engagement and age
diversity climate
Different ways of governing deviant academics and a
disregarded institution
Wouter Vandenabeele
Silvia Profili, Alessia Sammarra, Laura Innocenti
Uwe Wilkesmann
Work-life research and HRM
Room 1.22
The relationship between corporate volunteering employee
Ratnesvary Alahakone, Kerstin Alfes, Stephen
attitudes and wellbeing: the mediating role of pride and
Gourlay
organisational identification
Work-family conflict and coping mechanisms among women Neil Semuel Rupidara, Anita Dilly
workers: a perspective from Indonesia
Blood is thicker than water: the moderating role of
familialism on the relationship between work-family
stressors and work-family conflict
The double edged sword of "publish or perish". The effect of
work-time control and decision autonomy on organizational
scholarly performance
Flexible fathering: understanding how employed fathers
balance work and family
Sheilla Lim Omar Lim, Wendelien van Eerde
Jeroen de Jong, Monique Veld, Judith Semeijn,
Sanne Smeenk
Caroline Gatrell, Paul Sparrow, Lilian OtayeEbede, Simon Burnett, Cary Cooper
19
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
Kerstin Alfes, Adrian Ritz
processes and employee performance
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
Multilevel theory building in HRM research: critical
reflection guidelines
Simon de Jong,
Florian Kunze, Heike Bruch
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
Supporting self-management: the role of career
competencies and job crafting in young employees' workrelated well-being
Ricardo Rodrigues, Christina Butler
Maria Tims, Jos Akkermans
20
HRM and Leadership
Room 2.02
Leader inclusiveness in the workplace - implications of HRtheory 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
Mónica Santana, Ramón Valle, José-Luis Galán
21
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
Contextualizing the diffusion of HRM practices across MNCs'
subsidiaries: a case of the global banking sector after the
global financial crisis
Transferring HRM policies: South Korean MNE's subsidiaries
in India and the USA
Lena Knappert, Marion Festing
Reporting responsible HRM practices in Europe
Rosalía Díaz-Carrión, Pedro Romero-Fernández,
Macarena López-Fernández
Teresa Shuk-Ching Poon, Lee Shau Kee
Chul Chung
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
How management matters in hospitals
Chiara de Caluwé, Wouter van Dooren
22
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
Unlocking Proactivity: the effects of an empowering
leadership intervention on follower proactivity and
innovation
How do HRM practices shape employees' proactivity?
Exploring mediators and moderators
P. Matthijs Bal
Variability in PE fit: implications for employees' traditional
and pro-change performance behavior
Wouter Vleugels
Renske van Geffen, Deanne den Hartog, Frank
Belschak
Kerstin Alfes, Ricardo Rodrigues, David Guest,
Teresa Oliveira
Employer engagement: HRM and vulnerable labour-market groups
Room 1.02
The role of labour market intermediaries in the recruitment
Jo Ingold, Danat Valizade
of disadvantaged groups
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
Traditional, hierarchical leadership and non-hierarchical in
knowledge dissemination: a clash of leadership styles
undermining the effectiveness of the knowledge innovation
process
Intrapreneurship - a multilevel approach to enable talent for
innovation
Hanna de Vries, Victor Bekkers, Lars Tummers
Does employee training improve SMEs innovation? An
institutional approach
Nuria Esteban-Lloret, A. Aragón-Sánchez
Rainer Hensel, Frans Meijers, Ellen Sjoer, Ton
Korver
Chen Fleisher, Erik Stam, Coen Rigtering
23
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 MartínAlcázar, 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
Working towards greater conceptual clarity of the HR
practices construct: identifying focal and associated
constructs and setting out a research agenda
HRM in context: a configurational analysis of HRM systems
and their antecedents in Britain
Jeroen de Jong, Mike Clinton, Matthijs Bal,
Beate van der Heijden
High performance work practices and organisational
performance: do happy workers matter?
Ning Wu, Karin Sanders, Helen Shipton &
Veronica Lin
S.E. Beijer, R. Peccei, M.J.P.M. van Veldhoven, J.
Paauwe
Riccardo Peccei
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?
Talking about Cooperation during appraisal interviews:
training managers to take the context of behaviour into
account
Talent Management in the public sector
Chantal M.J.H. Savelsbergh, Liselore
Havermans, Peter Storm
Focusing on individual strengths in organizations: literature
review, theory building and implications for practice
Maria Christina Meyers, Marianne van
Woerkom
Simone Schenk, Rob Poell, Robert-Jan Simons,
Willem de Lange
Marian Thunnissen, Paul Boselie
24
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
When Employee Performance Management affects Affective
Commitment: The role of Climate and Task Interdependency
Prof. Laura Guillén, Katleen E. De Stobbeleir &
Dieter Melsens
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, teamstructural and organization-associative effects
Stephen Procter, Mark Burridge
Mieke Audenaert, Adelien Decramer & Tine van
Thielen
25
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 LópezFernández, 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?
HRM-Flexibility in context: the role of institutionalized
reflexivity
Costas Photiou, Tracy Scurry
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 workto-work transitions
Employer engagement: evaluation of antecedents and
outcomes
Maarten Debets, Rik van Berkel, Paul Boselie
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
Corine Buers, Paul Boselie
Nicolette van Gestel, Shirley Oomens, Eva
Buwelda-Groeneweg
26
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
Marianne van Woerkom, Maria Chrsitina
Meyers, Michelle Dirksen
27
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
HRM in a historical context: the role of (local) governments
Ramon Valle, Mar Bornay, Mirta DiazFernandez, Alvaro Lopez-Cabrales
Dealing with dualities: a paradox perspective on talent
management and diversity management
Dagmar Daubner, Claartje Vinkenburg, Paul
Jansen
Jan Kees Looise
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
Psychological contract: the interrelations of promise
fulfilment, perceived importance and trust
Monique Veld, Judith Semeijn, Tinka van
Vuuren
Eva Degeyter, Sara de Hauw, Ine Willemse, Dirk
Buyens
Working flexibly in flexible work spaces
Room 1.34
Recontextualizing careers by following artefacts: objectcentred 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
Moral policies: a license to discriminate in selection
procedures?
Ritchie de Blieck, Renee de Reuver, Jaap Pauwe
Christopher Lennartz, Karin Proost, Lieven
Brebels
28
CONFERENCE DINNER
De Wi kel a “i kel ill ser e a alki g di er . As ou a ha e guessed, this 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
***
Lasagne van spinazie en ricotta met geroosterde pompoen en champignonsaus
Spinach and ricotta lasagna with roasted pumpkin and mushroom sauce
***
Structuren van cheese cake
Cheese cake structures
29
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 at the usstop Do plei
For travelling to Utrecht University School of Governance: take citybus 2 at Utrecht Central
Station (direction: Museumkwartier) and get off at 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.
Taxi Utrecht Centrale
Domstadse Taxi Centrale
TaxiLux Utrecht
Taxi Utrecht Midland
+31 (0)30 230 0400
+31 (0)30 320 06 00
+31 (0)30 266 13 13
+31 (0)30 879 99 99
+31 (0)30 744 08 78
30
Map of Utre ht Ce tral “tatio , the it
uses are lo ated o the
e tru zijde (red cirkle)
31
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.
Free, if you accept the terms and conditions. You
will then be automatically connected.
UU-visitor
Domkerk
No WIFI available
Utrecht School of Governance
(parallel sessions)
Eduroam
WVS
Free, if your institution has an eduroam account.
You will be automatically connected.
Free, if you accept the terms and conditions. You
will then be automatically connected.
wvsevents
Gasten
Geertekerk!23
UU-visitor
Winkel van Sinkel
(conference dinner)
Geertekerk
(lunch and closing ceremony)
Follow us o Twitter: @Dut hH‘MNet ork | #dut hhr
Utre ht tourist offi e: Do plei
et ork
,+
32
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:
https://esg.uqam.ca/upload/files/Appels_%C3%A0_communications/HRMR_Bridging_Leadership__HRM_-_theory__research.pdf
33
NOTES
34
35
36
2
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
NOTES ............................................................................................................................ 34
3
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.
This ear s o fere e the e is re o te tualizi g H‘M . ‘e o te tualizi g ea s: To pla e
or view (a work of literature or art, for example) in a new or unfamiliar context, especially in
order to suggest a differe t i terpretatio . ‘e o te tualizi g H‘M refers to gi i g o te t
a central position in our research and studying contemporary HRM challenges from
completely new and different perspectives. Early HRM models emphasize the relevance of
context for the shaping of employment relationships in organizations. In the Harvard
4
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 psychologization 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
On behalf of the Board of the Dutch HRM Network and the local organizing committee
5
THE LOCAL ORANIZING COMMITTEE
Prof dr. Paul Boselie
Chair of the Dut h H‘M
Net ork
Jas ij
a Harte , M“
Cori e Buers, M“
“e retar of the Dut h H‘M
Net ork
Ma i e Dekkers
E a K ies, PhD
Prof. dr. Peter Leisi k
6
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. Dirk Bu e s
Vleri k Busi ess “ hool
Prof. dr. Paul Ja se
VU U i ersit A sterda
Prof. dr. Eri Molle a
U i ersit of Gro i ge
Prof. dr. Lu “els
KU Leuven
Prof. dr. Beate a der Heijde
‘ad oud U i ersit Nij ege
Prof. dr. Bra “teij
Eras us U i ersit ‘otterda
Prof. dr. Marc van Veldhoven
Tilburg University
7
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
Lie Vossaert
“a e Fee stra
Wouter Vleugels
. .door e al@ u. l
lie . ossaert@uge t. e
s.fee stra@rug. l
outer. leugels@kuleu e . e
8
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
All locations can also be found on the large map of Utrecht in your conference bag!
9
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)
From the parallel sessions (Bijlhouwerstraat 6) to the Conference dinner (Oudegracht 158 )
10
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
Prese tatio o Ho to sur i e our PhD /
“peaker: Kari a a de Voorde
.
–
e/
.
–
.
.
I tera ti e dialogues / . – .
“ all group dialogues ith a professor a d a postdo /assista t professor a out dile
related to the parti ular phd stage.
as
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 /
A di er is offered the oard.
Lo atio : Witte Ballo s, Lij arkt
.
–
.
11
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
Location: Utrecht University School of Governance
Parallel Sessions II / 16.15 – 18.15
Location: Utrecht University School of Governance
“ee p. for a detailed paper progra
e a d eeti g roo
i for atio
Conference dinner / 19.15 – 23.30
Location: Winkel van Sinkel
With presentation of the best paper award and best dissertation award
12
Frida No e
er
,
Parallel Sessions III / 8.30 – 10.30
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 / 10.30 – 11.00
Location: Utrecht University School of Governance
Parallel Sessions IV / 11.00 – 13.00
Location: Utrecht University School of Governance
“ee p. for a detailed paper progra
e a d eeti g roo
i for atio
Buffet lunch / 13.15 – 14.15
Location: Geertekerk
Keynote speaker / 14.15 – 15.30
Location: Geertekerk
Keynote speaker: Veronica Hope Hailey
Closure / 15.30– 15.45
Location: Geertekerk
With presentation of the Dutch HRM Network award
13
CONFERENCE SPONSORS
14
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.
Veronica specialises in working with large, mature organisations in collaborative research
partnerships. A consistent theme of the collaborations is exploration of the challenges of corporate renewal
and people transformation. Her most recent work has focused on the Repair of Trust following the financial
risis, ul i ati g i a series of reports for the CIPD, Where has all the trust go e? , Culti ati g Trust orth
Leaders a d E perie i g Trust orth Leadership . I
she published two CIPD reports with Professor
Julia Balogu o La di g Tra sfor atio al Cha ge . This resear h as u dertake
ithi
orga isatio s,
including the John Lewis Partnership, GKN, Norton Rose, HMRC and a banking group. Veronica has also
researched internationally comparing Employee Engagement and Performance Management in the UK, India
and China and The Netherlands, a project funded by Society for HRM in the USA.
15
PAPER PRESENTATIONS
Thursday
Thursday
Friday
Friday
November 12 November 12 November 13 November 13
Paper
Parallel
Parallel
Parallel
sessions 1
session 2
session 3
session 4
Subthemes organized at each moment
The active employee: antecedents,
outcomes, and implications for HRM
13.45 – 15.45 16.15 – 18.15
8.30 – 10.30
11.00 – 13.00
x
1.22
1.22
1.22
1.06
1.06
x
1.06
x
x
1.02
1.02
x
1.34
x
x
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
2.06
2.06
x
x
x
2.29
x
x
2.12
x
2.12
2.12
x
x
2.06
2.06
Recontextualizing work and management of
care professionals
Sustainable Careers, Employability and
Flexibility
The Teams, They Are a Changing:
recontextualizing contemporary work groups
1.02
1.02
x
x
x
x
2.20
2.20
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
Contextualised HRM outomces
Employer engagement: HRM and vulnerable
labour-market groups
Graduates' real-life test: getting a job and
starting a career
HRM actors and technology
Implementing Organizational Change
International Human Resource Management
Learning, development and talent
management
A Paradox Perspective On HRM Tensions
green cells
red cells
= session with paper presentations and room number at USG;
= no paper presentations
16
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
HR department's influence tactics in HR practices' effective
implementation
Malcolm Higgs, Liza Castro Christiansen
Change leadership and team adaptivity: a multilevel
assessment of organizational change implementation in
public services
Change experiences and leadership in government reform:
how bureaucracy threatens commitment to change
Joris van der Voet, Bram Steijn, Ben Kuiper
Jordi Trullen, Mireia Valverde
Malcolm Higgs, Ben Kuipers, Bram Steijn, Lars
Tummers
17
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 2-12 mediational multilevel approach
"I want to break free": recontextualizing professional
standards by locum doctors in German hospitals
Babette Bronkhorst, Brenda Vermeeren
Contextualizing the implementation and internalization of
HRM: investigating the case of quality and patient safety
policies for healthcare professionals
Contextualizing safety management approaches in hospital
care
Ulrike Weske, Paul Boselie, Liesbeth van
Rensen, Margriet Schneider
Maximiliane Wilkesmann, Caroline Ruiner,
Birgit Apitzsch
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
Work teams in the 21st century: a review of the past and a
look into the future
Kirti Doekhie, Martina Buljac, Mathilde Strating,
Jaap Paauwe
Danut Casoinic
18
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
New Ways of Working and Leadership Behavior: A
Configurational Approach
Michal Biron, Marc van Veldhoven
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
Martine Coun, Rob Blomme, Pascale Peters
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
Disentangling the relation between HRM practices and
individual job performance: the role of engagement and age
diversity climate
Different ways of governing deviant academics and a
disregarded institution
Wouter Vandenabeele
Silvia Profili, Alessia Sammarra, Laura Innocenti
Uwe Wilkesmann
Work-life research and HRM
Room 1.22
The relationship between corporate volunteering employee
Ratnesvary Alahakone, Kerstin Alfes, Stephen
attitudes and wellbeing: the mediating role of pride and
Gourlay
organisational identification
Work-family conflict and coping mechanisms among women Neil Semuel Rupidara, Anita Dilly
workers: a perspective from Indonesia
Blood is thicker than water: the moderating role of
familialism on the relationship between work-family
stressors and work-family conflict
The double edged sword of "publish or perish". The effect of
work-time control and decision autonomy on organizational
scholarly performance
Flexible fathering: understanding how employed fathers
balance work and family
Sheilla Lim Omar Lim, Wendelien van Eerde
Jeroen de Jong, Monique Veld, Judith Semeijn,
Sanne Smeenk
Caroline Gatrell, Paul Sparrow, Lilian OtayeEbede, Simon Burnett, Cary Cooper
19
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
Kerstin Alfes, Adrian Ritz
processes and employee performance
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
Multilevel theory building in HRM research: critical
reflection guidelines
Simon de Jong,
Florian Kunze, Heike Bruch
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
Supporting self-management: the role of career
competencies and job crafting in young employees' workrelated well-being
Ricardo Rodrigues, Christina Butler
Maria Tims, Jos Akkermans
20
HRM and Leadership
Room 2.02
Leader inclusiveness in the workplace - implications of HRtheory 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
Mónica Santana, Ramón Valle, José-Luis Galán
21
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
Contextualizing the diffusion of HRM practices across MNCs'
subsidiaries: a case of the global banking sector after the
global financial crisis
Transferring HRM policies: South Korean MNE's subsidiaries
in India and the USA
Lena Knappert, Marion Festing
Reporting responsible HRM practices in Europe
Rosalía Díaz-Carrión, Pedro Romero-Fernández,
Macarena López-Fernández
Teresa Shuk-Ching Poon, Lee Shau Kee
Chul Chung
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
How management matters in hospitals
Chiara de Caluwé, Wouter van Dooren
22
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
Unlocking Proactivity: the effects of an empowering
leadership intervention on follower proactivity and
innovation
How do HRM practices shape employees' proactivity?
Exploring mediators and moderators
P. Matthijs Bal
Variability in PE fit: implications for employees' traditional
and pro-change performance behavior
Wouter Vleugels
Renske van Geffen, Deanne den Hartog, Frank
Belschak
Kerstin Alfes, Ricardo Rodrigues, David Guest,
Teresa Oliveira
Employer engagement: HRM and vulnerable labour-market groups
Room 1.02
The role of labour market intermediaries in the recruitment
Jo Ingold, Danat Valizade
of disadvantaged groups
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
Traditional, hierarchical leadership and non-hierarchical in
knowledge dissemination: a clash of leadership styles
undermining the effectiveness of the knowledge innovation
process
Intrapreneurship - a multilevel approach to enable talent for
innovation
Hanna de Vries, Victor Bekkers, Lars Tummers
Does employee training improve SMEs innovation? An
institutional approach
Nuria Esteban-Lloret, A. Aragón-Sánchez
Rainer Hensel, Frans Meijers, Ellen Sjoer, Ton
Korver
Chen Fleisher, Erik Stam, Coen Rigtering
23
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 MartínAlcázar, 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
Working towards greater conceptual clarity of the HR
practices construct: identifying focal and associated
constructs and setting out a research agenda
HRM in context: a configurational analysis of HRM systems
and their antecedents in Britain
Jeroen de Jong, Mike Clinton, Matthijs Bal,
Beate van der Heijden
High performance work practices and organisational
performance: do happy workers matter?
Ning Wu, Karin Sanders, Helen Shipton &
Veronica Lin
S.E. Beijer, R. Peccei, M.J.P.M. van Veldhoven, J.
Paauwe
Riccardo Peccei
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?
Talking about Cooperation during appraisal interviews:
training managers to take the context of behaviour into
account
Talent Management in the public sector
Chantal M.J.H. Savelsbergh, Liselore
Havermans, Peter Storm
Focusing on individual strengths in organizations: literature
review, theory building and implications for practice
Maria Christina Meyers, Marianne van
Woerkom
Simone Schenk, Rob Poell, Robert-Jan Simons,
Willem de Lange
Marian Thunnissen, Paul Boselie
24
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
When Employee Performance Management affects Affective
Commitment: The role of Climate and Task Interdependency
Prof. Laura Guillén, Katleen E. De Stobbeleir &
Dieter Melsens
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, teamstructural and organization-associative effects
Stephen Procter, Mark Burridge
Mieke Audenaert, Adelien Decramer & Tine van
Thielen
25
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 LópezFernández, 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?
HRM-Flexibility in context: the role of institutionalized
reflexivity
Costas Photiou, Tracy Scurry
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 workto-work transitions
Employer engagement: evaluation of antecedents and
outcomes
Maarten Debets, Rik van Berkel, Paul Boselie
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
Corine Buers, Paul Boselie
Nicolette van Gestel, Shirley Oomens, Eva
Buwelda-Groeneweg
26
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
Marianne van Woerkom, Maria Chrsitina
Meyers, Michelle Dirksen
27
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
HRM in a historical context: the role of (local) governments
Ramon Valle, Mar Bornay, Mirta DiazFernandez, Alvaro Lopez-Cabrales
Dealing with dualities: a paradox perspective on talent
management and diversity management
Dagmar Daubner, Claartje Vinkenburg, Paul
Jansen
Jan Kees Looise
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
Psychological contract: the interrelations of promise
fulfilment, perceived importance and trust
Monique Veld, Judith Semeijn, Tinka van
Vuuren
Eva Degeyter, Sara de Hauw, Ine Willemse, Dirk
Buyens
Working flexibly in flexible work spaces
Room 1.34
Recontextualizing careers by following artefacts: objectcentred 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
Moral policies: a license to discriminate in selection
procedures?
Ritchie de Blieck, Renee de Reuver, Jaap Pauwe
Christopher Lennartz, Karin Proost, Lieven
Brebels
28
CONFERENCE DINNER
De Wi kel a “i kel ill ser e a alki g di er . As ou a ha e guessed, this 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
***
Lasagne van spinazie en ricotta met geroosterde pompoen en champignonsaus
Spinach and ricotta lasagna with roasted pumpkin and mushroom sauce
***
Structuren van cheese cake
Cheese cake structures
29
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 at the usstop Do plei
For travelling to Utrecht University School of Governance: take citybus 2 at Utrecht Central
Station (direction: Museumkwartier) and get off at 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.
Taxi Utrecht Centrale
Domstadse Taxi Centrale
TaxiLux Utrecht
Taxi Utrecht Midland
+31 (0)30 230 0400
+31 (0)30 320 06 00
+31 (0)30 266 13 13
+31 (0)30 879 99 99
+31 (0)30 744 08 78
30
Map of Utre ht Ce tral “tatio , the it
uses are lo ated o the
e tru zijde (red cirkle)
31
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.
Free, if you accept the terms and conditions. You
will then be automatically connected.
UU-visitor
Domkerk
No WIFI available
Utrecht School of Governance
(parallel sessions)
Eduroam
WVS
Free, if your institution has an eduroam account.
You will be automatically connected.
Free, if you accept the terms and conditions. You
will then be automatically connected.
wvsevents
Gasten
Geertekerk!23
UU-visitor
Winkel van Sinkel
(conference dinner)
Geertekerk
(lunch and closing ceremony)
Follow us o Twitter: @Dut hH‘MNet ork | #dut hhr
Utre ht tourist offi e: Do plei
et ork
,+
32
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:
https://esg.uqam.ca/upload/files/Appels_%C3%A0_communications/HRMR_Bridging_Leadership__HRM_-_theory__research.pdf
33
NOTES
34
35
36