Tijdschrift voor Arbeidsvraagstukken

Workplace innovation (innovative workplaces, social innovation of work and employment) is considered by governments and social partners in a number of European countries, among which the Netherlands and Belgium, as a strategy to improve the competitiveness of its economy and the productivity and quality of public and private organisations as well as to develop the skills and competences of the potential workforce. There is quite some confusion about this concept. This paper shows how the concept developed in the Netherlands during the last 25 years in policy and research and how it has been grounded theoretically in the Netherlands and Flanders.The concept has become a very broad one which requires specification by its users and stakeholders. Research shows positive performance of social innovative organisations. However research outcomes are difficult to compare because of different definitions and research designs. Quality of working life is lacking as an effect variable. A scientific discourse is badly needed.

Demographic developments will lead to shortages on the labor market. Moreover, the demands of work have increased over the recent decades. The first trend calls for increase of labor participation, but the second trend makes participation very difficult for an increasing group of people, in particular those at ‘a distance to the labor market’. This means that in the (near) future it will be difficult for organizations to recruit sufficient personnel.We need to rethink the organization of production, services and care, and think about creating more diversity in jobs, in order to allow people with different capacities to participate in organizations. Such an approach may help elderly workers to stay longer in the organization, but may also stimulate hiring people with particular (dis)abilities. This approach can help to overcome future shortages on the labor market.

This study shows how and why the application of handhelds in the hospitality industry works an increased division of labour into the hand. It is based on interviews and observations in 15 establishments (bars and restaurants) in Dutch hospitality industry.Handhelds allow for splitting tasks that were previously combined in a waiter’s job into two separate jobs: the “palmtopper” and the “runner”. Although this increased division of labour results in most cases, it is not always realized. Thus, the new technical system creates the conditions under which it becomes in many circumstances attractive for management to opt for separated jobs. This study shows the contingent conditions and underlying mechanisms which explain why certain choices prevail.

Sheltered employment provides work for those people who, due to physical disabilities, psychological stress or intellectual impairments, find it difficult to work in regular organizations. These people receive an indication from the sheltered employment act, i.e. sheltered workers (SW’s). At present, governmental policy aims to increase participation of SW’s in regular organizations. One way of achieving this is by composing mixed teams, consisting of both SW’s and regular workers. A potential advantage of mixed teams is that regular employees experience job enrichment by guiding SW’s and SW’s can learn on the job from regular workers. However, until now, employers often refrain from hiring SW’s, because of their lower work pace, and lack of certain job skills. These differences require adjustments in the work that needs to be done.Diversity literature confirms that differences between employees (in terms of variety, separation and disparity) can be difficult. By interviewing nine employers, this study confirms that differences in terms of work skills (variety), work attitudes (separation) and rights and obligations of employees (disparity) indeed challenge the effectiveness of mixed teams. By describing how employers cope with diversity and by grounding their strategies in diversity literature, we contribute to the knowledge that may increase the effectiveness of mixed teams.

The article develops and explores the hypothesis that workers restrict their labour supply to prevent work strain. The hypothesis is developed drawing on research literature about the relationships between work hours, work strain and well-being. We explore the hypothesis using cross-sectional data from the Netherlands Working Conditions Survey 2007. These explorations show that a smaller number of work hours is related with less work strain; that employees in sectors with relatively high work strain in full-time jobs more often work part-time; and that employees who experience more work strain have a stronger preference to work fewer hours. These results are in line with the hypothesis that part-time workers indeed restrict their labour supply to resist work overload.

Many Dutch organizations set target figures to increase the number of women in top positions. This paper aims to support executives and policymakers in taking measures to support gender target figures by showing that cognitive bias and gender stereotypes play a role in decision making about this issue. We discuss an experiment in which respondents determine a yearly hiring percentage of women to reach an equal representation of women and men in top positions at a given point in time. From the 168 participants two thirds severely underestimate the percentage needed to reach an equal gender balance in the target year; one third recommends a percentage by which equal representation would never be reached. Arguments participants use to justify their decision show cognitive bias such as mixing up stocks and flows and an underestimation of delay. Gender stereotypes were that hiring (more) women is considered a threat to quality and a threat to equal opportunities for men. Participants using more pragmatic arguments towards gender target figures were best able to predict the effects of their decisions. We argue that addressing both cognitive bias and gender stereotypes is needed to support organizations in reaching gender balance in top positions.