Joop Schippers

Bio: Joop Schippers is an academic researcher from Utrecht University. The author has contributed to research in topics: Wage & Workforce. The author has an hindex of 26, co-authored 150 publications receiving 2530 citations. Previous affiliations of Joop Schippers include Tilburg University.

Productivity of older workers: perceptions of employers and employees.

Abstract: What determines the perceived productivity of the older worker and how does this perception compare to the perception of the productivity of the younger worker? In this study we present evidence based on data from Dutch employers and employees. Productivity perceptions are affected by one's age and one's position in the hierarchy. The young favor the young, the old favor the old, and employers value the productivity of workers less than employees do. However, there are also remarkable similarities across employers and employees. By distinguishing the various dimensions that underlie the productivity of younger and older workers, we tested whether soft qualities and abilities—e.g., reliability and commitment—are just as important as hard qualities—cognitive and physically based skills—in the eyes of both employers and employees. It appears that both employers and employees, young and old, view hard skills as far more important than soft skills.

Dealing with older workers in Europe: a comparative survey of employers' attitudes and actions

Abstract: This article addresses employers' attitudes and actions regarding the position of older workers. A comparative survey among employers from four European countries — Greece, Spain, the Netherlands and the United Kingdom — is used to examine their expectations with respect to the ageing of the workforce, the productivity of older workers and their recruitment and retention behaviour regarding this cohort. The results show that in spite of the perceived challenges ahead (including the ageing workforce), employers take no substantial measures to retain and recruit older workers or improve their productivity. Only employers in the United Kingdom seem to recognize older workers as a valuable source of labour supply and act accordingly.

Managing an aging workforce and a tight labor market: views held by Dutch employers

Abstract: Despite the strong growth in employment of the past years, the Dutch labor market faces a number of persistent problems. One such problem is the large number of people on disability benefits. Another problem is the low labor force participation of women, not so much in terms of people, but in terms of hours worked (Henkens et al. 2002). And, despite an increase since the mid-1990s, the labor force participation of people over 50 is also much lower than the European average (OECD 1996). These low labor force participation rates should be seen against the backdrop of a strong increase in labor demand in recent years. In many sectors of the Dutch economy, this has led to tightness in the labor market (CPB 2000). Given that the population of the Netherlands is aging, new imbalances are looming on the horizon. Structural changes need to be implemented to pay for the growing number of pensioners. [....]

Employers’ attitudes and actions towards the extension of working lives in Europe

Abstract: Purpose – Although policymakers have put great efforts into the promotion of older workers’ labour force participation, quantitative empirical knowledge about employers’ views towards extension of working lives is limited. The purpose of this paper is to improve the understanding of employers’ attitudes and actions towards extension of working lives, by examining recruitment and retention behaviour towards older workers, employers’ views on the consequences of an ageing workforce, organisational policies, and what governments can do to extend working lives.Design/methodology/approach – The authors analyse surveys administered to employers in Denmark, France, Germany, Italy, The Netherlands, Poland, Sweden and the UK in 2009.Findings – It is found that a minority of employers have applied measures to recruit or retain older workers, and employers rather retain than hire older workers. A considerable share of employers, albeit to different degrees per country, associate the ageing of their staff with a grow...

The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)

Abstract: What makes organizations so similar? We contend that the engine of rationalization and bureaucratization has moved from the competitive marketplace to the state and the professions. Once a set of organizations emerges as a field, a paradox arises: rational actors make their organizations increasingly similar as they try to change them. We describe three isomorphic processes-coercive, mimetic, and normative—leading to this outcome. We then specify hypotheses about the impact of resource centralization and dependency, goal ambiguity and technical uncertainty, and professionalization and structuration on isomorphic change. Finally, we suggest implications for theories of organizations and social change.

Sex and Friendship in Baboons.

Abstract: This work analyzes male-female relationships outside the context of mating in a troop of wild baboons. Barbara Smuts used long-term friendships between males and females, documented over a two-year period, to show how social interactions between members of friendly pairs differed from those of other troop mates, Her findings, now enhanced by 15 years of field studies, suggest that the evolution of male reproductive strategies in baboons can only be understood by considering the relationship between sex and friendship: female baboons prefer to mate with males who have previously engaged in friendly interaction with them and their offspring. Smuts suggests that female choice may promote male investment in other species, and she explores the relevance of her findings for the evolution of male-female relationships in humans.

战略人力资源 : 总经理的思考框架 = Strategic human resources : frameworks for general managers

Abstract: aeo Introduction aeo The Five Factors aeo Consistent HR Practices: The Whole Can Be More Than the Sum of the Parts aeo Employment and Economics aeo Employment as a Social Relation aeo Voice: Unions and Other Forms of Employee Representation aeo Employment, Society, and the Law aeo Internal Labor Markets aeo High--Commitment HR aeo Performance Evaluation aeo Pay for Performance aeo Compensation Systems: Forms, Bases, and Distribution of Rewards aeo Job Design aeo Staffing and Recruitment aeo Training aeo Promotion and Career Concerns aeo Downsizing aeo Outsourcing aeo HRM in Emerging Companies aeo Organizing HR Appendix A: Transaction Cost Economics Appendix B: Reciprocity and Reputation in Repeated Interactions Appendix C: Agency Theory Appendix D: Market Signaling and Screening

Comparing Care Regimes in Europe

Abstract: Throughout Europe, the family is still an important provider of care, but welfare state policies of individual countries may support and/or supplement the family in different ways, generating different social and economic outcomes. This article compares and categorizes care strategies for children and elderly persons in different member states of the European Union, while also taking into account the varied modalities for providing care, like leave arrangements, financial provisions, and social services. In EU countries, care regimes function as “social joins” ensuring complementarity between economic and demographic institutions and processes. As these processes and institutions change, they provide impetus for care regimes to change as well. However, because ideas and ideals about care are at the core of individual national identities, care regimes also act as independent incentive structures that impinge on patterns of women's labor market participation and fertility.