In diesem Kapitel wird die Bedeutung von Menschen mit Behinderung für den ersten Arbeitsmarkt beleuchtet. Ausgehend von der Situation einer bisher unzureichenden Inklusion werden Wege aufgezeigt, wie das moderne Personalmanagement einen wertvollen Beitrag zur Erhöhung der Beschäftigungsquote im ersten Arbeitsmarkt leisten kann. Hierbei werden sechs zentrale Handlungsfelder identifiziert: Rekrutierung, Arbeitsplatzgestaltung/-anpassung, Arbeitszeitmodelle, Weiterbildung und Karrieremanagement, Gesundheitsmanagement sowie Führung und Kultur. Des Weiteren wird das Feld Supported Employment und externe Integrationsdienstleister beschrieben. Die Best-Practice-Beispiele der jeweiligen Handlungsfelder, die den Inhalt der weiteren Kapitel dieses Herausgeberbandes darstellen, werden überblicksartig zusammengefasst.
Schlechte Chefs schaden nicht nur dem Unternehmen, sondern gefährden auch die Gesundheit ihrer Mitarbeiter. Studien belegen, dass fürsorgliche Führungskräfte das Wohlbefinden und damit auch die Arbeitsleistung massgeblich steigern können.
Two field studies (N = 1240 and N = 22021) were conducted to investigate the impact of subordinates' disability status, type of disability, and self efficacy on leader-member exchange (LMX) relationships. In study 1, we focused on the interplay of subordinates disability status and personal resources (self-efficacy and individual performance) in predicting LMX quality. Contrary to further research, subordinates with disabilities formed no lower-quality LMX relationships with their supervisors in general and the interaction of disability status and personal resources (self-efficacy and individual performance) did not affect LMX quality. However, after analyzing subordinates' disability status, self-efficacy and performance in a three-way-interaction, we found a significant relationship with LMX quality For employees with disabilities, the combination of high self-efficacy and low performance resulted in the lowest LMX quality, while low self-efficacy and low performance resulted in significantly higher LMX quality. For employees without disabilities, this pattern did not emerge. In study 2, we investigated the interplay of disability type, self-efficacy, and LMX quality. In line with our expectations, we found significant differences between disability types, indicating that employees that have both a physical and a psychological disability form significantly worse LMX relationships with their supervisors than employees without or with just one type of disability. Moreover, we found two significant moderations such that self-efficacy had a stronger impact on LMX quality when a subordinate had a psychological disability, or a combination of disabilities. Theoretical and practical implications of the results are discussed and directions for future research are presented.
has emerged as a major and urgent issue for individuals, organisations and governments of our time.
In this well-timed and comprehensive handbook, key international contributors to the field of study come together to create a definitive map of the subject. Framed by an authoritative introductory chapter, the SAGE Handbook of Aging, Work and Society offers a critical overview of the most significant themes and topics, with discussions of current research, theoretical controversies and emerging issues, divided into sections covering:
-Key Issues and Challenges
-The Aging Workforce
-Managing an Aging Workforce
-Living in an Aging Society
-Developing Public Policy
This study investigates the emergence and the performance effects of an age-diversity climate at the organizational level of analysis. Building upon Kopelman and colleagues' (Kopelman, Brief, & Guzzo, 1990) climate model of firm productivity as well as Cox's (1994) interactional model of cultural diversity, we hypothesize a positive influence of age-inclusive HR practices on the development of an organization-wide age-diversity climate, which in turn should be directly related to collective perceptions of social exchange and indirectly to firm performance and employees' collective turnover intentions. The assumed relationships are tested in a sample of 93 German small and medium-sized companies with 14,260 employees participating. To circumvent common source problems, information for the various constructs was gathered from 6 different sources. To test our assumed relationships, we applied structural equation modeling and executed bootstrapping procedures to test the significance of the indirect effects. We received support for all assumed relationships. The paper concludes with practical recommendations on how to establish and make use of a positive age-diversity climate.
