This research investigates to what extent lecturers at universities of applied sciences do regard differentiated rewards(intended to develop and/or display professionalism)to be fair, and to what extent, and in which form, do these stimulate their willingness to (further) professionalise and/or display professionalism. This was a case study research design, and a factorial survey measurement technique was used to collect data. We argue that lecturers believe it is fair that forms of differentiated rewards are used and applied in order to have them develop and/or display more professionalism. Especially the viewpoints/practices that relate to coordination, consultation, and consideration for personal circumstances have an influence on the justice perceived. This paper contributes to the HRM literature confirming that lecturers appreciate financial stimuli enhancing their professionalism; however, elements such as consultation, respect, coordination, and communication are appreciated even more. It appeals to HRM to design new practices which have more stimulating effect on personal and professional growth in subject-specific knowledge.
This research investigates to what extent lecturers at universities of applied sciences do regard differentiated rewards—intended to develop and/or display professionalism—to be fair, and to what extent, and in which form, do these stimulate their willingness to (further) professionalise and/or display professionalism. This was a case study research design, and a factorial survey measurement technique was used to collect data. We argue that lecturers believe it is fair that forms of differentiated rewards are used and applied in order to have them develop and/or display more professionalism. Especially the viewpoints/practices that relate to coordination, consultation, and consideration for personal circumstances have an influence on the justice perceived. This paper contributes to the HRM literature confirming that lecturers appreciate financial stimuli enhancing their professionalism; however, elements such as consultation, respect, coordination, and communication are appreciated even more. It appeals to HRM to design new practices which have more stimulating effect on personal and professional growth in subject-specific knowledge.
High actual turnover rates in Dutch travel industry in combination with demographic changes in the workforce, may have consequences for economic sustainability for Dutch travel companies. A previous study has shown significant differences in the psychological contract of generations in the workplace in travel industry. This study was aimed at providing insights for creating generation-sensitive HR management. The research design included a qualitative in-depth study exploring meanings, beliefs and experiences of HR managers with three generations in the workplace. These HR managers experience differences in attitudes, values and expectations of generations and find the lower commitment and higher turnover intention of Generation Y especially problematic. Managing three generations essentially entails a differentiated style of management, taking into account generational differences.
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