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Daniël Vloeberghs
University of Antwerp
12Publications
7H-index
264Citations
Publications 12
Newest
Published on Jun 1, 2011in Academy of Management Learning and Education3.27
Jesse Segers8
Estimated H-index: 8
(University of Antwerp),
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp)
+ 1 AuthorsIlke Inceoglu12
Estimated H-index: 12
We offer a theoretical coaching cube that helps to structure and understand the coaching industry. The three dimensions of the cube refer to (1) coaching agendas (what); (2) coaches’ characteristics (who); and (3) coaching approaches/schools (how). Each dimension is described by discussing the academic literature surrounding it. Using an economic and psychological perspective, we explore which combinations of these three dimensions are more likely to be observed in the business world. Next, we p...
Published on Oct 1, 2008in Journal of Vocational Behavior3.39
Jesse Segers8
Estimated H-index: 8
,
Ilke Inceoglu12
Estimated H-index: 12
+ 2 AuthorsErik Henderickx7
Estimated H-index: 7
This paper conceptually links hypothesized scales of the Motivation Questionnaire (SHL (1992). Motivation questionnaire: Manual and users’ guide. Thames Ditton: SHL) to the underlying dimensions of the protean (values-driven and self-directedness) and boundaryless career (physical and psychological mobility) attitudes. Results of regression-analyses (N = 13,000) confirmed most of the hypotheses in terms of the influence of gender, age, education, and managerial experience on motivators linked to...
Published on Jan 1, 2008
Ilke Inceoglu12
Estimated H-index: 12
,
Jesse Segers8
Estimated H-index: 8
+ 1 AuthorsDaniël Vloeberghs7
Estimated H-index: 7
Published on Aug 1, 2005in European Management Journal2.98
Sandy Bogaert7
Estimated H-index: 7
(University of Antwerp),
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp)
Organizations are confronted with new challenges concerning their human resource management. Potential employees not only become more and more diverse with respect to socio-demographic characteristics, but also with respect to their needs and expectations. In order to deal with this growing heterogeneity, four different approaches towards the management of diversity exist: the deficit approach, the discriminatory approach, culturalization and individualization (cf. Glastra, 1999). Each approach ...
Published on Oct 1, 2003in Journal of Management Development
Roland Pepermans29
Estimated H-index: 29
(Vrije Universiteit Brussel),
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp),
Britt Perkisas1
Estimated H-index: 1
(Vrije Universiteit Brussel)
This paper describes elements of the policies employed for identifying high potentials in their organizational context. A set of systematic research questions has been used to conceive a structured questionnaire to empirically investigate the kind of high potential competencies that companies expect when identifying high potentials and how this identification takes place. These elements of a high potential policy have been related to a number of organizational variables in 86 Belgian companies. ...
Published on Jan 1, 2003
Lisbeth Claus7
Estimated H-index: 7
,
Daniël Vloeberghs7
Estimated H-index: 7
,
François Pichault1
Estimated H-index: 1
Published on Mar 1, 2002in Equality, Diversity and Inclusion
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp)
States that there is a need for a practical instrument to measure the present situation of work‐life balance. Describes the development process of the Family and Business Audit within the Flemish context. Details the setting up and aims of the system before outlining its application in some detail and other existing instruments also emploiyed. Provides a number of short case studies to demonstrate its effectiveness.
Published on Jan 1, 2002in European Management Journal2.98
Lisbeth Claus7
Estimated H-index: 7
(Monterey Institute of International Studies),
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp),
François Pichault1
Estimated H-index: 1
(University of Liège)
Although a 'typical' Belgian HRM model does not really exist, the cultural and structural differences of Belgian society, and the Flemish- and French-speaking subcultures, have an impact on how the people management profession is practised. A number of forces shaping the development of HRM in Belgium during the past 50 years have, today, given the field a very advanced and mature level of professionalization. These forces include a highly developed social legislation system, a unique Belgian soc...
Published on Apr 1, 1996in European Management Journal2.98
Daniël Vloeberghs7
Estimated H-index: 7
(University of Antwerp),
Jan Bellens2
Estimated H-index: 2
(University of Antwerp)
This article, by Daniel Vloeberghs and Jan Bellens, presents the results of a survey of all ISO 9000 certificated organisations in Belgium. Its objectives are to identify the sort of companies that have an ISO 9000 certificate in Belgium, examine their motivations to introduce ISO 9000 norms, evaluate their experiences, consider the relationship between human resource management and quality management, and identify trends for the future of ISO 9000 and quality assurance in general.
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