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What is a sustainable career? And how can individuals and organisations develop pathways that lead to them? With current levels of global unemployment and the need for life-long learning and employability enhancement, these questions assume a pressing significance. Offering 28 chapters from leading scholars, this handbook makes an important contribution to our understanding of sustainable careers and lays the foundation for the direction of future research.

Purpose This study in the hospitality industry aims to explore the underlying mechanisms through which socially responsible human resource management (SRHRM) affects frontline employees’ knowledge sharing, as well as the moderating effects of role conflict and role ambiguity. Design/methodology/approach Two data waves have been collected from one of the largest restaurant chains in China. Using Mplus 7.0, a structural equation modeling model is empirically tested to investigate the hypothesized moderated mediation model. Findings First, SRHRM appears to foster frontline employees’ perceived respect and organizational trust and further stimulates their knowledge sharing. Second, role conflict is found to weaken the relationship between SRHRM and organizational trust, while role ambiguity seems to weaken the strength of the linkage between SRHRM and perceived respect. Practical implications Managers should make SRHRM policies more visible and implement appropriate SRHRM practices to facilitate employees proactively to share knowledge at work. Furthermore, managers should realize the dark side effects of role conflict and role ambiguity, as they might hinder the positive impact of SRHRM on knowledge sharing. Originality/value This study uncovers the meditating roles of perceived respect and organizational trust through which SRHRM impacts on employees’ knowledge sharing. By incorporating the possible moderating roles of role conflict and role ambiguity, this scholarly work also increases the understanding of possible hindrances in this regard.

In this study, we examine employees’ perceptions of their work ability from a sustainable career perspective. Specifically, we investigate the role of a person’s perceived current fit (i.e., autonomy, strengths use and needs-supply fit), and future fit with their job as resources that affect perceived work ability, defined as the extent to which employees feel capable of continuing their current work over a longer time period. In addition, we test whether meaningfulness of one’s work mediates this relationship, and we address the moderating role of age. Our hypotheses were tested using a sample of 5205 employees working in diverse sectors in Belgium. The results of multi-group Structural Equation Modelling (SEM) provide mixed evidence for our hypotheses. While all four resources were significantly and positively related to perceived meaningfulness, only needs-supply fit was positively related to perceived work ability. Strengths use, on the other hand, was also significantly related to perceived work ability, yet in a negative way. These findings underscore the importance of distinguishing between several types of resources to understand their impact upon perceived work ability. Interestingly, the relationship between future-orientedness of the job and perceived work ability was moderated by age, with the relationship only being significant and positive for middle-aged and senior workers. This suggests an increasingly important role of having a perspective of future fit with one’s job as employees grow older. Contrary to our expectations, meaningfulness did not mediate the relationships between resources and perceived work ability. We discuss these findings and their implications from the perspective of sustainable career development.

This paper provides a systematic review of the phenomenon of menopause at the workplace from a sustainable career perspective, by highlighting its major themes along with the evolution and tendencies observed in this field. A conceptual science mapping analysis based on co-word bibliographic networks was developed, using the SciMAT tool. From 1992 to 2020, 185 documents were retrieved from the Web of Science. In the first analyzed time span (1992–2002), postmenopausal women, health, and risk factors appeared to be the motor themes (well-developed and important for the structure of the discipline under focus), and disorder was an emerging or disappearing theme in the phenomenon under research. In the second studied period (2003–2013), risk and health were motor themes, menopausal symptoms was a basic or transversal theme (important for the discipline but not well-developed), coronary heart disease was a specialized theme (well-developed but less important for the structure of the research field), and postmenopausal women was an emerging or disappearing theme (both weakly developed and marginal to the field). In the third studied period (2014–2020), menopause, breast cancer, and menopausal symptoms were motor themes, Anxiety was a specialized theme and risk and body mass index were emerging or disappearing themes. Sustainability of women’s careers in the second half of life is of increasing importance given the increasing equal representation of men and women in working organizations, and the impact of the changing nature of work in the 21st century on older workers.

PurposeIn this study, we propose that a contemporary definition of lifelong development, based on scientific literature and qualitative research in 12 Dutch organisations, be applied. This definition integrates several different perspectives on lifelong learning.Design/methodology/approachTo begin with, a conceptual definition was formulated in collaboration with partners and experts from the field. After that, 34 interviews were conducted consisting of one employee, one manager and one human resource (HR) officer from each participating organisation. This was done using an epistemic interview method.FindingsFrom our findings, we conclude that lifelong development is regarded and practised differently by the various respondents; lifelong development is aimed at achieving personal or organisational goals and mutual interests are rarely addressed. However, there seems to be a growing recognition of the importance of integrating the two perspectives.Originality/valueIn order to promote a dialogue regarding stakeholder perspectives, we propose that a definition of lifelong development be applied, one that combines the economic and the more psychological meaning-making perspectives. In doing so, attention should not only be paid to current goals but also to the future goals of individuals and organisations so that future developments can be anticipated. This will then serve as a point of departure for further research and (inter)national, regional and organisational practice.

The main purpose of this study is to develop and validate a scale for measuring work ability among entrepreneurs. The Entrepreneurial Work Ability Scale (EWAS), consisting of eight items, was developed based on a thorough literature study and an elaborate analysis of its psychometric qualities. The factor structure, reliability, and criterion validity of the scale were examined in two studies using two separate samples (study 1 № = 2452, study 2 N = 201) of entrepreneurs in the Netherlands. Our results demonstrate that the newly developed scale is reliable, captures one factor, and shows criterion validity. As predicted, job demands uncertainty and risk, and workload, appeared to be negatively related to entrepreneurial work ability, while autonomy and personal resources were positively related to work ability. In turn, entrepreneurial work ability relates positively to entrepreneurial personal financial success and to personal fulfillment. From our empirical work, we conclude that the EWAS is a psychometrically sound instrument that can be used for further investigating determinants of entrepreneurial success within the theoretical framework of the Job Demands-Resources Model. Besides, the EWAS is a useful tool for entrepreneurs, business coaches, and institutions that want to help preserve and improve the work ability among entrepreneurs.

PurposeThis study aims to examine the reciprocal relationship between employee and employer, focusing on the role of human resource management (HRM) practices in enhancing both employee career potential and organisational competitiveness. It aims to provide a comprehensive understanding of how these practices interact to foster mutual growth in dynamic organisational environments.Design/methodology/approachA multiple-case study design of 10 food industry firms in the Netherlands and Belgium was employed, combining semi-structured interviews with archival analysis to generate in-depth insights.FindingsThe study highlights how balanced HRM strategies – integrating employee-centric practices, such as training and well-being programmes, with employer-centric practices, such as performance management and strategic recruitment – drive mutual benefits. Our findings underscore the importance of aligning these practices to enhance workforce adaptability, reduce turnover and support innovation. Digital transformation is identified as a key enabler, facilitating flexible work arrangements, personalised training and efficient talent acquisition.Practical implicationsThe study provides actionable insights for HR practitioners, emphasising the need for strategic HRM approaches that integrate employability and sustainability and employability. These strategies can foster a resilient workforce capable of adapting to evolving organisational and environmental challenges.Originality/valueThis research advances our theoretical understanding in this domain by applying social exchange theory, resource-based view and stakeholder theory to the study of sustainable HRM. It offers a multi-dimensional framework to explore the reciprocal dynamics between employer and employee, contributing to ongoing discussions on sustainable workforce development and organisational competitiveness.

Objectives: Europe's nursing shortage calls for more effective ways to recruit and retain nurses. This contribution aims to clarify whether and how social work environment, teamwork characteristics, burnout, and personal factors are associated with nurses' intent to leave (ITL). Methods: Our sample comprises 28,561 hospital-based nurses from 10 European countries. Different occupational levels have been taken into account: qualified registered nurses (n = 18,594), specialized nurses (n = 3957), head nurses (n = 3256), and nursing aides and ancillary staff (n = 2754). Results: Our outcomes indicate that ITL is quite prevalent across Europe, although we have found some differences across the countries depending on working conditions and economic situation. Quality of teamwork, interpersonal relationships, career development possibilities, uncertainty regarding treatment, and influence at work are associated with nurses' decision to leave the profession across Europe, notwithstanding some country-specific outcomes. A serious lack of quality of teamwork seems to be associated with a 5-fold risk of ITL in 7 countries. As far as personal factors are concerned, our data support the hypothesized importance of workfamily conflicts, satisfaction with pay, and burnout. A high burnout score seems to be associated with 3 times the risk of ITL in 5 countries. Conclusions: To prevent premature leaving, it is important to expand nurses' expertise, to improve working processes through collaboration and multidisciplinary teamwork, and to develop team training approaches and ward design facilitating teamwork.

Purpose An employee engagement/disengagement typology is presented to visually illustrate their possible constructive and destructive effects within the workplace, and identify some of the contextual drivers that may lead to these occurrences.Design/methodology/approach A narrative literature review was conducted during 2020–2023 to gain a comprehensive overview of employee engagement and disengagement processes and theories since 1990. Content analysis enabled the findings to be grouped into their destructive and constructive behavioural effects to produce a new typology.Findings The typology shows that not all employee engagement is constructive and that not all disengagement is destructive. This more accurately reflects organisational life. Destructive employee engagement in particular, demonstrates that there can be “too-much-of-a-good-thing”.Research limitations/implications The typology may help inform future research designs to further understand the impact of contextual factors on both constructs, the pluralist interests involved and which interventions are likely to encourage constructive engagement and disengagement within specific contexts.Practical implications It is recommended that employee engagement and disengagement are incorporated into leadership and management training and that practices to foster constructive employee engagement (or permit temporary constructive disengagement to allow recovery) endorse the principles of mutuality and reciprocity. Interventions to prevent destructive employee engagement and disengagement are also advisable, particularly when there are adverse internal and external contextual issues which risk disengagement.Originality/value The typology is the first to classify engaged and disengaged behaviours within the workplace across two dimensions. In doing so, this helps to evaluate employee engagement and disengagement theory by challenging the normative assumptions held within these constructs. This categorisation more accurately represents both constructs and visually illustrates that within the workplace, not only is employee engagement sometimes destructive but also that sometimes disengagement is constructive. Furthermore, it demonstrates that purposive destructive employee disengagement responses may be passive or active.

PurposeBy adopting a Social Exchange Theory (SET) lens, this paper aims to integrate the often-fragmented literature streams of Vocational Behavior (VB), Career Development (CD), and Human Resource Management (HRM) to offer a conceptual model for framing sustainable careers.Design/methodology/approachA conceptual approach is taken whereby eight propositions are developed to integrate the fragmented literature streams of VB, CD, and HRM.FindingsWe posit that external factors and career counseling moderate the positive relationship between employability capital and self-perceived employability. We also argue that self-perceived employability is positively associated with career success and that career crafting moderates this relationship. Finally, we propose that career success is positively associated with a sustainable career, which, in turn, is positively associated with a sustainable organization.Practical implicationsThe practical contribution comes from informing VB, CD, and HRM policies and practices to maximize sustainable outcomes for individuals and organizations. The paper concludes with recommendations for future research.Originality/valueThe theoretical contribution comes from integrating the three literature streams to offer a conceptual model as the basis for further interdisciplinary collaborations.