Daniël Vloeberghs
University of Antwerp
PsychologyEconomicsManagementHuman resource managementFlemish
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Publications 11
#1Jesse Segers (University of Antwerp)H-Index: 11
#2Daniël Vloeberghs (University of Antwerp)H-Index: 8
Last. Ilke InceogluH-Index: 13
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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...
41 CitationsSource
#1Jesse SegersH-Index: 11
#2Ilke InceogluH-Index: 13
Last. Erik HenderickxH-Index: 7
view all 5 authors...
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...
129 CitationsSource
#1Ilke InceogluH-Index: 13
#2Jesse SegersH-Index: 11
Last. Daniël VloeberghsH-Index: 8
view all 4 authors...
8 Citations
#1Sandy Bogaert (University of Antwerp)H-Index: 7
#2Daniël Vloeberghs (University of Antwerp)H-Index: 8
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 ...
19 CitationsSource
#1Lisbeth ClausH-Index: 7
Last. François PichaultH-Index: 1
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#1Lisbeth Claus (Monterey Institute of International Studies)H-Index: 7
#2Daniël Vloeberghs (University of Antwerp)H-Index: 8
Last. François Pichault (University of Liège)H-Index: 1
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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...
5 CitationsSource
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.
11 CitationsSource
#1Daniël Vloeberghs (University of Antwerp)H-Index: 8
#2Jan Bellens (University of Antwerp)H-Index: 3
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.
33 CitationsSource
#2Jan BellensH-Index: 3
37 Citations
#1Jan BellensH-Index: 3