Work ability has not been previously studied at the company level. In the current study, based on the multilevel perspective on human capital (Kozlowski & Klein, 2000; Ployhart & Moliterno, 2011), we conceptualize company work ability as a component of company human capital that emerges from individual employees’ work ability. Ployhart and Moliterno (2011) conceptualize human capital as collective resources created from individual employees’ knowledge, skills, abilities, and other characteristics (KSAOs). They argue that the origins of company-level human capital resources are in the KSAOs of the employees within the company. They also explain that company-level human capital resources and KSAOs of individual employees are partially isomorphic, such that company-level human capital resources retain certain characteristics of their individual-level counterparts and capture company-level contextual influences (e.g., HRM practices) that cannot be captured by individual-level constructs (Bliese, 2000). Their model also suggests that when the human capital resource emergence process can be captured by a composition model, additive aggregation
can be used to indicate company-level resources.Based on Ployhart and Moliterno’s (2011) theory, company work ability can be considered as a construct that resides at the company level, originating from individual employees’ work ability and reflecting higher-level contextual influences. It is a company-level characteristic
that indicates the aggregated level of work ability among employees in the same
company. Following Ployhart and Moliterno’s suggestion, given that company work ability
emerges from a composition (instead of compilation) process, which allows company work
ability to retain the same properties as individual work ability, company work ability can be
formed from individuals’ work ability following the additive model of composition (Chan,
1998).2 Consequently, company work ability is a summary of individual employees’ work
ability, regardless of the distribution of work ability among individual employees. As such,
company work ability is similar to individual work ability in terms of describing the amount
of personal as well as job-related resources available for employees to handle job responsibilities.
Nevertheless, as a higher-level construct, company work ability can capture the contextual
influences from company-level factors (e.g., HRM practices) that cannot be captured
by individual work ability. As we detail below, we examine both personal (i.e., age) as well
as organizational (i.e., HIWPs) contextual influences on company-level employee work
ability.
Work ability has not been previously studied at the company level. In the current study, based on the multilevel perspective on human capital (Kozlowski & Klein, 2000; Ployhart & Moliterno, 2011), we conceptualize company work ability as a component of company human capital that emerges from individual employees’ work ability. Ployhart and Moliterno (2011) conceptualize human capital as collective resources created from individual employees’ knowledge, skills, abilities, and other characteristics (KSAOs). They argue that the origins of company-level human capital resources are in the KSAOs of the employees within the company. They also explain that company-level human capital resources and KSAOs of individual employees are partially isomorphic, such that company-level human capital resources retain certain characteristics of their individual-level counterparts and capture company-level contextual influences (e.g., HRM practices) that cannot be captured by individual-level constructs (Bliese, 2000). Their model also suggests that when the human capital resource emergence process can be captured by a composition model, additive aggregationcan be used to indicate company-level resources.Based on Ployhart and Moliterno’s (2011) theory, company work ability can be considered as a construct that resides at the company level, originating from individual employees’ work ability and reflecting higher-level contextual influences. It is a company-level characteristicthat indicates the aggregated level of work ability among employees in the same
company. Following Ployhart and Moliterno’s suggestion, given that company work ability
emerges from a composition (instead of compilation) process, which allows company work
ability to retain the same properties as individual work ability, company work ability can be
formed from individuals’ work ability following the additive model of composition (Chan,
1998).2 Consequently, company work ability is a summary of individual employees’ work
ability, regardless of the distribution of work ability among individual employees. As such,
company work ability is similar to individual work ability in terms of describing the amount
of personal as well as job-related resources available for employees to handle job responsibilities.
Nevertheless, as a higher-level construct, company work ability can capture the contextual
influences from company-level factors (e.g., HRM practices) that cannot be captured
by individual work ability. As we detail below, we examine both personal (i.e., age) as well
as organizational (i.e., HIWPs) contextual influences on company-level employee work
ability.
การแปล กรุณารอสักครู่..
