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Findings from adjacent literatures suggest that thinking about the future may have implications for employee health, especially when such thoughts are affectively toned. However, existing constructs targeting work-related thinking are predominantly time-unspecific, possibly overlooking a substantial portion of work-related cognitions that occur on a daily basis. We therefore develop a comprehensive, multidimensional conceptualization of work prospection, as well as an instrument (Work Prospection Scale; WPS) that allows the measurement of three types of work prospection (cognitive, positive affective, and negative affective). We place work prospection in its wider nomological network and evaluate its validity across three cross-sectional studies (total N = 825) and a 5-day diary study (N = 199). Psychometric properties of the scale were supported across studies, and the WPS was related to, yet empirically distinct from related constructs. Criterion-related results showed that positive affective work prospection during the evening was associated with less fatigue and more recovery in the next morning. Conversely, negative affective work prospection was related to more evening fatigue, as well as less next morning recovery. Cognitive work prospection had no significant relationship with recovery indicators. Additionally, our findings show that targeting future-oriented cognitions adds to the prediction of employee recovery beyond time-unspecific measures.

Workplace learning and development is crucial for sustained employability, especially for people with limited work capacity (LWC). We explored the development in cognitive functioning and work behaviour of people with LWC and to which extent this is moderated by workplace acceptance and support. As suggested in literature, acceptance and support concern pre-conditions for development. Therefore, we expected them to influence the development of our target group. In total, 182 people with LWC and 172 workplace mentors provided data on dimensions of cognitive functioning and work behaviour on three time-points over 4 months. Furthermore, people with LWC provided data on workplace acceptance and support.Results showed significant development over time for both, self- and observer-rated cognitive functioning, such as planning and organising, learning and memory, problem solving, and for self-rated adaptability and concentration. Development over time emerged for the self-rated work pace, a work behaviour dimension. Moreover, the growth curves on self-rated variables such as learning and memory, work accuracy, social behaviour and work pace were moderated by workplace acceptance and support. This study provides initial insight into growth patterns of cognitive functioning and work behaviour of people with LWC and illustrates the relevance of a supportive climate for development.

To effectively function and adapt in crises, healthcare organizations rely on the skills and commitment of their workforce. Yet, our current understanding of how employees' workplace commitment is affected by and evolves throughout the course of a crisis remains limited. In this paper, we explore the commitment of hospital staff to an important workplace target, the COVID-19 crisis response, and show how this commitment develops over time. We report on an exploratory case study of hospital staff in a heavily hit region of the Netherlands. We conducted interviews with hospital executives, management, medical and support staff to uncover the issues hospitals faced in recruiting staff to provide COVID-19 care throughout the first and second wave of the crisis. Our findings suggest that while staff initially exhibited high levels of commitment to aiding in the crisis effort, staff were perceived to exhibit lower levels of commitment in the second wave, complicating the provision of COVID-19 care. We unveil three contributing factors to this shift, namely: competing demands, energy depletion and a lack of support and appreciation. Our findings suggest that while staff were initially willing to dedicate themselves and take responsibility for the crisis effort, as their other more stable commitments became more salient in the second wave, their willingness to dedicate limited resources to the crisis effort decreased. In our discussion, we examine the implications of our findings for the literature on workplace commitment, and advance our understanding of employee workplace commitment during crises.

De manier van werken gaat definitief op z’n kop, en dat wordt een forse sociale uitdaging, menen de hoogleraren Fred Zijlstra en Paul Jansen.

De invoering van de participatiewet dwingt organisaties na te denken over mogelijkheden om mensen met arbeidsbeperkingen in de organisatie op te nemen. De sociale partners hebben hierover met de minister van sociale zaken en werkgelegenheid de afspraak gemaakt dat er de komende jaren 100.000 extra banen worden gecreëerd voor mensen uit de doelgroep in bedrijven en tevens is de afspraak gemaakt dat er 25.000 banen gecreëerd worden bij de overheid. Nu is dat geen eenvoudige opgave want een aanzienlijk deel van de mensen met arbeidsbeperkingen is niet in staat om gangbare arbeid uit te voeren. Dat is namelijk precies de reden dat zij tot regelingen als wajong, sw, wij zijn toegelaten. Indien de participatie van deze groep bevorderd moet worden, vraagt dat niet alleen om maatregelen voor mensen met een uitkering, maar vooral ook om aanpassingen van de arbeid die op de arbeidsmarkt wordt aangeboden. Het werk moet worden aangepast aan de mogelijkheden van deze groep.

F. Jones, R.J. Burke and M. Westman, Introduction: Work and family: A Status Report. Part 1: Background and Context. D.A. Major and L.M. Germano, The Changing Nature of Work and Its Impact on the Work-Home Interface. R.N. Block, M.H. Malin, E. Ernst Kossek and A. Holt, The Legal and Administrative Context of Work and Family Leaves and Related Policies in the United States, Canada, and the European Union. Part 2. Researching the work-home interface. N.P. Rothbard, T.L. Dumas, Research Perspectives: Managing the Work--Home Interface. L.E. Tetrick, L.C. Buffardi, Measurement Issues in Research on the Work--Home Interface. Part 3: Relationships Between Work and Home Life. M. O'Driscoll, P. Brough and T. Kalliath,Work--Family Conflict and Facilitation. C. Sullivan and S. Lewis, Work at Home and the Work--Family Interface. M. Westman, Crossover of Stress and Strain in the Work--Family Context. F. Jones, G. Kinman and N. Payne, Work Stress and Health Behaviours: a Work--Life Balance Issue. Part 4. Managing the Work--Home Interface. F. Zijlstra & M. Cropley, Recovery After Work. R.J. Burke, Organizational Culture: A Key to the Success of Work-- Life Integration. L.B. Hammer, J.C. Cullen, M.V. Shafiro, Work--Family Best Practices. P.R. Gerkovich, Work--Life Policy and Practice in the United States: Gendered Premise, Radical Potential? Conclusion. F. Jones, R.J. Burke and M. Westman, Work and Life: the Road Ahead.

Because of demographic trends and social and societal developments sustainable employability is an important issue. As the workforce is ageing and workers will be asked to work longer in particular at the end of their careers, and as older workers have increased risks of health problems, much attention is paid to the older worker. This article joins a number of recent definitions of sustainable employability where the value aspect of work is emphasized: work must add value for the organization as well as for the employee to be sustainable. In recent history work and the valuation of work changed considerably. In this article recent developments in work and work models will be addressed briefly and work as a valuable domain of life will be discussed in relation to sustainable employability and the capability approach of Amartya Sen. ispartof: Gedrag en Organisatie vol:24 issue:4 pages:342-356 status: published

Inter-Organizational Network (ION) (for example:Joint Venture, Strategic Networks, Consortia,etc.) are considered a specic organizational paradigm that researchers used to understand performance (Powell et al., 1999), learning (Knight, 2002) and innovation (Faber & Meeus, 2006) of the rm involved in Inter-firm Networks. In such contexts, enterprises learn and improve their collaborative skills and innovative capabilities and both as single-individual enterprise and also as a group of companies and in this way they can better compete in a wider markets. ION is dened as 'a group of three or more organizations connected in ways that facilitate achievement of a common goal. Network members can be linked by many types of connections and flows, such as information, materials, financial resources, services, and social support. Connections may be informal and totally trust based or more formalized, as through a contract.' (Provan, Fish and Sydow, 2007). A literature review was conducted to investigate if and how ION facilitates innovation within the companies that constitute the network; two model consider and study specically the relationship between ION and innovation: Dynamic Capabilities perspective, studies how a rm combines its resource with resources of other rms of network to construct a organizational routine able to facilitate continuous innovation; Relational Perspective, that with the support of Social Network Analysis (SNA), studies how the features of relation between organizations and the social structure of these exchange relations can influence the innovation of product and service of organizations. This poster will present some aspects of our literature review: - the reciprocal relationship between collaborative processes, network of exchange relations (for example example:resourse, information, knowledge, etc.) and innovation of organizational products and services; - ION where actors (for example: entrepreneurs, professionals or other organization members) learned and developed inter-organizational routines to manage their exchange relations show an improvement of innovation capability at rm level. Finally, the author suggests some possible 'meeting points' between Dynamic Capabilities and Relational Perspective that could be useful to consider in the future inquiries on Innovation process in ION context.

Enterprises networks or Inter-Organizational Network (ION) are considered as a way to improve organizational performance, to promote organizational learning and to produce innovation. ION is defined as a group of three or more organizations connected in ways that facilitate achievement of a common goal and linked by many types of connections and flows, such as information, materials, financial resources, services, and social support. (Provan, Fish and Sydow, 2007). examined to better understand aspects related to the establishment and management of networks. We conducted three case studies in three networks in Italy. The main aims were to: a) reconstruct the history and the organizational processes of the network and b) describe some psycho-social aspects among network members related to the daily procedures and critical events. Six interviews were conducted in each network; legal documents, regulations and network websites were also analysed. Results show that size of the network, and having a network managed by an independent manager or by one of the entrepreneurs, have a strong influence on organizational processes, trust and acceptance of unequal distribution of job orders. Advantages and benefits that companies receive from the network are also important to motivate continuous membership and active participation in the network.