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This paper introduces a socio-economic perspective on the relationships of idiosyncratic deals (i.e. i-deals) with motivation to continue working beyond retirement. On the basis of work adjustment theory, we expected that i-deals enable employees to engage in innovative behavior and professional development, through which they experience more work engagement, subsequently facilitating higher motivation to continue working. Moreover, on the basis of signaling theory, we introduced two socio-economic factors to explain when i-deals are most effective in the context of the current study among teachers: municipal child population growth and municipal unemployment. A study among 1,210 teachers in the Netherlands was conducted to test the mediation and moderation model. Results show positive indirect relationships of growth i-deals with motivation to continue working through innovative work behavior, professional development and work engagement, while indirect relationships were negative for accommodative i-deals. Moreover, child population growth boosted the relationships of i-deals, while unemployment accentuated the effects of professional development. The study contributes to the literature by showing the importance of socio-economic factors in explaining the relationships of i-deals and individualized HRM.

This paper introduces a socio-economic perspective on the relationships of idiosyncratic deals (i.e. i-deals) with motivation to continue working beyond retirement. On the basis of work adjustment theory, we expected that i-deals enable employees to engage in innovative behavior and professional development, through which they experience more work engagement, subsequently facilitating higher motivation to continue working. Moreover, on the basis of signaling theory, we introduced two socio-economic factors to explain when i-deals are most effective in the context of the current study among teachers: municipal child population growth and municipal unemployment. A study among 1,210 teachers in the Netherlands was conducted to test the mediation and moderation model. Results show positive indirect relationships of growth i-deals with motivation to continue working through innovative work behavior, professional development and work engagement, while indirect relationships were negative for accommodative i-deals. Moreover, child population growth boosted the relationships of i-deals, while unemployment accentuated the effects of professional development. The study contributes to the literature by showing the importance of socio-economic factors in explaining the relationships of i-deals and individualized HRM.

Employees can enhance their human capital through participation in organizationally sponsored development activities. However, there is little research on the extent to which the effects of such practices vary depending on national context. Adopting a human capital theory perspective, we hypothesized a positive relationship between human capital development practices experienced in one's career and objective and subjective career success (salary level and perceived financial success, respectively) and tested two country-level institutional factors (country development and income inequality) as moderators. Results from our multi-level analyses of a large-scale sample of over 8800 managers and professionals from 28 countries showed that, as expected, experiencing a larger number of different human capital development practices was associated with higher salary level and greater perceived financial success. The relationship between development practices and salary level was stronger in the case of developed countries and weakly negatively affected for countries with higher income inequality. The relationship between development practices and perceived financial success was weaker for developed countries and unaffected by income inequality. Our research thus identifies boundary conditions to the application of human capital theory in different contexts and contributes to the comparative careers literature by showing that institutional factors affect the outcome of organizationally sponsored development activities.

A compelling issue for organizations and societies at large is to ensure employability of the workforce across workers’ entire work-life span. Using the frameworks of age norms, stereotyping and age meta-stereotypes, we investigate whether (a) age is negatively related to perceived external employability; and (b) the age-employability link is moderated by HR developmental practices (HRDPs) and unemployment rate. Using data collected in a largescale survey from over 9000 individuals in 30 institutionally diverse countries encompassing all of the GLOBE culture clusters, we found that the negative relationship between age and perceived external employability was significant across all countries. In addition, at the individual level, we found that HRDPs acted as a buffer for this negative relationship, such that the effect was less pronounced for individuals who have experienced more HRDPs during their working life. However, at the country level, the hypothesized moderating effect of unemployment rate was not observed. Limitations, future research directions, as well as practical implications of the study are discussed.

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see ), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never "finished." It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (seewww.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is openand never“finished.”It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties,such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us.