• 4 Observations about generation Y

      Buyens, Dirk; Van Cauwenberg, Silke (2016)
      Key insights: For Generation Y, the need to make friends in the workplace is no longer as crucial. Work-home balance is becoming increasingly important for new employees. Less and less employees are willing to promise a flexible attitude towards their employers. Generation Y employees don’t necessarily want to change employer
    • Building a conceptual framework on the exploratory job search

      Buyens, Dirk; De Witte, Karel; Martens, G. (2001)
    • Employment implications of downsizing strategies and reorientation practices: an empirical exploration

      Dewettinck, Koen; Buyens, Dirk (2002)
      The aim of this study is to investigate the employment implications of different downsizing approaches. Thereforewe executed 19 case studies in Belgian organizations that recently were confronted with downsizing. Based on the results empirical study a two-dimensional categorization model is developed. The first continuum of the model represents the time frame (reactive to proactive) of downsizing strategies, while the second continuum represents the focus of reorientation practices towards the internal or external labor market. Based on this categorization scheme, employment implications were explored. Further, theoretical, managerial and governmental implications are suggested. Keywords: Downsizing, labor market, employee reorientation.
    • Explaining company-level influences on individual career choices: towards a transitional career pattern? evidence from belgium

      Soens, Nele; De Vos, Ans; Buyens, Dirk (2006)
      Although current career literature continues to build on the new career concepts that reflect a shift from ‘traditional' towards ‘transitional' career patterns, recent research presents a different reality. In Belgium, among other countries, the traditional career pattern remains the dominant picture on the labour market. This study seeks to explain this discrepancy between theory and practice by focussing on the meso-organizational influences on career choices of individuals. Drawing on Schmid's model of a transitional labour market, this qualitative empirical research explores the factors at company level that individuals point to as obstructing or facilitating career transitions. Results show that the existence of obstructing determinants at company level is one of the reasons why the ‘transitional career' hasn't become reality on the Belgian labour market yet. Implications for practitioners and policy makers are discussed.
    • Future challenges for human resource development professionals in European learning-oriented organisations

      Buyens, Dirk; Wouters, Karen; Dewettinck, Koen (2003)
      Within the scope of the TSER-project (1998-2000) which aimed to examine new HRD initiatives in learning-oriented organisations throughout Europe, this paper presents the general findings and some country specific differences for Belgium. The study aimed to answer the following questions: How do HRD departments in learning-oriented organisations envision their new role in stimulating and supporting employees to learn continuously? What strategies do HRD departments adopt to realise their envisioned role? What inhibiting factors do they encounter when trying to realise their new role? A survey held among a group of 165 companies, 39 of which are located in Belgium, made clear that the Belgian HRD professionals do not position themselves on the first place as strategic partners in realising the business. Also the results concerning the strategies do not disclose a picture of highly innovative HRD practices. However, the professionals indicate that strategies to support the business and to stimulate learning and knowledge sharing will become increasingly important strategies for the future. The factors that appear to hinder the change process most strongly, are a lack of time on behalf of the employees and managers, a lack of clarity on HRD's role, insufficient learning culture and low flexibility of the organisational structure.
    • HR Barometer 2016. A survey of HR managers of the BEL20 and the 200 biggest Belgian companies

      Buyens, Dirk; Vandenbroucke, Astrid; Defever, Emmy; Volckaert, Ellen (2016)
      Key insights for you: Hudson and Vlerick Business School mapped the trends and challenges for HRM at leading Belgian companies by way of an HR Barometer. The main conclusions of the HR Barometer 2016 are: Leadership development remains top priority for HR departments. Talent management, the attraction, development and motivation of talent in the organisation is still ranked a clear second. The recruitment of older employees, foreign members of staff and people with disabilities is ,despite the social focus, not an objective in itself for HR departments.
    • HR Barometer 2017. HRM trends and challenges in Belgian organisations

      Defever, Emmy; Volckaert, Ellen; Buyens, Dirk; Trbovic, Nikola (2017)
      The HR barometer is a yearly initiative launched in January and involves two parts. The first part of the barometer focuses on the strategic importance of different HR practices and policies, so that over time, the shifts in these priorities can be explored. The second part examines a hot topic in HR. For this edition of the HR barometer, we look into the topic of HR impact on the organization. This report provides you with an overview of the most important findings of the study in 2017 and the shifts compared to 2016, based on a quantitative analysis of the HR priorities of leading Belgian organisations.
    • HR Barometer 2018. HRM trends and challenges in Belgian organisations

      Buyens, Dirk; Volckaert, Ellen (2018)
      The Belgian human resources departments are focused on attracting, developing and motivating talent once again this year. Recruitment and selection are number one here, followed by leadership development and talent management. Those are the results from the fourth annual HR Barometer study by HR consultancy firm Hudson and Vlerick Business School. HR analytics, however, has not really established itself yet. Although companies collect lots of data, those responsible for HR indicate that they are often not proficient enough in analysing it.
    • Information seeking about the psychological contract: the impact on newcomers' evaluations of their employment relationship

      De Vos, Ans; Buyens, Dirk (2004)
      Both socialization and psychological contract literature demonstrate that the first months of employment are critical for the development of a positive psychological contract with organizational newcomers (e.g. Bauer et al., 1994, Robinson et al., 1994, Thomas & Anderson, 1998). For this reason, it is the objective of this study to explicate newcomers' psychological contract perceptions and evaluations during the socialization process, using information seeking as the central antecedent variable. Based upon socialization and psychological contract literature, hypotheses are formulated that address the relationship between newcomer information seeking and (1) changes in newcomers' perceptions of promises exchanged with their employer, and (2) newcomers' evaluations of their employment relationship one year after entry. To test our hypotheses, a four-wave longitudinal survey among 333 newcomers has been conducted, covering the first year of their new employment relationship. These newcomers, all white-collar level, belonged to six large organizations located in Belgium. Data collections took place at four moments: (T1) at entry, (T2) three months after entry, (T3) six months after entry, and (T4) one year after entry. Results suggest that during the socialization process newcomers change their perceptions of promises but that, contrary to our expectations, these changes are not related to their information-seeking behaviors. On the other hand, and in line with our hypotheses, the frequency of contract-related information seeking during the socialization process significantly affects newcomers' evaluations of their employment relationship one year after entry. Newcomers who engage more frequently in information seeking make up a more positive evaluation of psychological contract fulfillment and they are also more satisfied with their employment relationship in general. Our findings are discussed in view of the available literature on newcomer socialization and psychological contract development and implications for theories on psychological contract development are drawn.
    • Linking behavioral control to frontline employee commitment and performance: a test of two alternative explanations using motivation theories

      Dewettinck, Koen; Buyens, Dirk (2006)
      We propose and empirically test a model in which behavioral control is linked to frontline employee commitment and performance. We test two alternative explanations by examining the intermediate role of job autonomy and situational learning orientation. The hypotheses are tested using multiple-source survey data from a sample of 1184 frontline employees and their supervisors. Results indicate that situational learning orientation is an important construct in linking behavioral control to performance. Job autonomy shows to be important in explaining employee outcomes but is only marginally related to behavioral control. Theoretical and managerial implications are discussed.
    • Linking job motivating potential to frontline employee attitudes and performance: testing the mediating role of psychological empowerment

      Dewettinck, Koen; Buyens, Dirk (2006)
      In this study, we relate job motivating potential to frontline employee job satisfaction, affective commitment and performance levels and test the mediating role of psychological empowerment. Based on a sample of 1129 employee - supervisor dyads, we found that employee psychological empowerment fully mediates the relationship between job motivating potential and the outcome variables. Our findings confirm the importance of job design approaches to empowering employees. Next to proposing potential avenues for further research, we discuss some suggestions on how to put job redesign strategies into practice. Keywords: empowerment, job motivating potential, employee performance, mediation
    • Making sense of a new employment relationship: psychological contract-related information seeking and the role of work values and locus of control

      De Vos, Ans; Buyens, Dirk; Schalk, M.J.D. (René) (2003)
      This paper explores the information-seeking behaviors newcomers engage in relating to their psychological contract and addresses the impact of work values (Autonomy, Advancement, Group Orientation and Economic Rewards) and Work Locus of Control. We propose that these individual characteristics could explain differences in the frequency with which newcomers search for information about the promises their employer has made to them. A two-wave longitudinal study was conducted in which 527 newcomers from eight organizations (representing 3 sectors) participated. The results largely support the proposed relationships between work values and contract-related information seeking, while the relation between Work Locus of Control and contract-related information seeking is rather weak. Implications for psychological contract formation are discussed.
    • Managerial learning from on-the-job experiences: an integrative framework to guide future research

      Wouters, Karen; Buyens, Dirk (2006)
      Both scholars and practitioners increasingly attest to the importance of developmental on-the-job (OTJ) experiences as the primary source of managerial learning. However, there is no single theory of managerial OTJ learning, several elements are missing in the conceptualization of the developmental OTJ experience construct, no comprehensive nomological network of the construct has been developed so far, and the underlying mechanisms explaining the relationship with relevant learning outcomes have not been examined in depth. In response to these shortcomings, current paper proposes an integrative framework of managerial learning from developmental OTJ experiences. First, we suggest developing a better understanding of the developmental OTJ experience construct by considering it from a scope beyond the managers' job assignments, by also including more quantitative measures of OTJ experience and by looking further than the current job. Next, the central variable of interest is linked to individual and situational variables that influence directly the extent to which managers are confronted with developmental OTJ experiences as well as involve conditions that enhance or inhibit managerial learning (i.e. moderating mechanisms). Finally, our model emphasizes the importance to take into account relevant mediating mechanisms in order to fully understand the impact of OTJ experiences on managerial learning. Building on our model, we conclude with a discussion of promising avenues for future research.