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Purpose The purpose of this paper is to adopt a paradox lens for dovetailing the human resource management sub-domains of talent management (TM) and diversity management (DM), in the attempt to create closer alignment between the two. Design/methodology/approach The authors review paradox theory, TM and DM literatures and formulate a paradox that becomes apparent when considering TM and DM simultaneously. Findings The authors coin this tension as the “exclusion-inclusion paradox,” highlighting that TM and DM reflect contradictory, yet interrelated principles: organizations promote exclusion through a TM architecture that focuses on the identification and development of a few selected employees, while simultaneously, organizations promote inclusion, in the attempt to minimize existing inequalities for traditionally marginalized groups. Practical implications Once uncovered, the exclusion-inclusion paradox enables organizational actors to make choices on whether to respond actively or defensively to the paradox. The authors argue for active responses in order to work through the paradox. Originality/value This is the first paper adopting a paradox lens in order to interweave the DM literature with TM literature in the attempt to explain how DM and TM constitute contradicting yet interrelated principles.

Contains fulltext : 170721.pdf (publisher's version ) (Closed access)

Contains fulltext : 134099.pdf (publisher's version ) (Closed access)

Contains fulltext : 112141.pdf (publisher's version ) (Closed access), Purpose – In the context of research on the career advancement of women and men in academia, this paper aims to reflect on how deans at six schools of a Dutch arts and a Dutch sciences-based university construct the image of the ideal academic, and on how these images are gendered. - Design/methodology/approach – Using an inductive approach, the study analyzed the transcripts of semi-structured in-depth interviews with six deans (all men) from two different Dutch universities on the career advancement of men and women at their school. - Findings – It was expected that the images of the ideal academic would be more gendered in the sciences than in the arts university, considering the stronger male domination in the sciences university. The images of the ideal academic, while fundamentally different, regarding the expertise, the applicability of knowledge, and the visibility needed to be considered successful, were equally gendered in assuming that practicing science leaves little room for caring obligations outside work; in both places science was considered an omnipresent and greedy calling. Moreover, deans at both universities to a similar extent expected women academics not to fit to this standard. Paradoxically, in the arts university deans construct an image of women academics that in some aspects reflects a mirror image of women academics in the sciences university and vice versa. - Research limitations/implications – The paper suggests that in this construction the process of “othering” women academics is more constant than the content of the ideal academic. They contribute to theories on the ideal worker in the field of science by arguing the construction of the ideal academic is fluid rather than fixed. Further research could investigate how the image of the ideal academic changes within the same discipline across different countries with a higher representation of women among full professors, as the findings are limited to The Netherlands. - Practical imp

13 december 2012, Item does not contain fulltext

Item does not contain fulltext

Contains fulltext : 90683.pdf (publisher's version ) (Closed access), Purpose - This paper sets out to examine proactive personality in relation to job demands, job resources and engagement. Design/methodology/approach - The current study employed a two-wave complete panel study among 794 Dutch government employees. Based upon the Job Demands-Resources (ID-R) model, previous studies, job crafting theories, and Conservation of Resources (COR) theory, hypotheses on the associations of proactive personality with job demands, resources, and engagement were developed. Findings - Analyses revealed that proactive personality was associated with an increase in engagement 18 months later. Moreover, proactive employees perceiving high social support reported the highest levels of engagement over time. Research limitations/implications - A first shortcoming is that proactive personality was only measured at one point in time, which restricted the testing of causal relationships of proactive personality with engagement. Second, this study only measured engagement as outcome measure and third variables may have affected the associations of proactive personality with job demands and resources and engagement. Third, only small effect sizes of proactive personality (and job demands and resources) on engagement over time were found. With regard to theoretical implications, this study suggests a refinement of the JD-R model by perceiving proactive personality as a personal resource which coincides with job resources such as social support and/or is triggered by (low) external job demands in increasing engagement. Practical implications Since this study's findings suggest that proactive personality is a personal resource with beneficial effects on employees' levels of work-related engagement, employers are advised to promote the behavior expressed by proactive employees. When employees are under challenged due to a low level of quantitative job demands or when they want to optimize their work environment in case of high job demands, proactive personalit

Item does not contain fulltext