Employable until Retirement: How Inclusive Leadership and HR Practices Can Foster Sustainable Employability through Strengths Use

Abstract

Background: Although the new model of sustainable employability (SE), which builds on the capability approach, has received growing attention, research on how to enhance workers’ SE is scarce. In this study, we aimed to investigate whether (1) inclusive leadership and high-involvement HR practices are positively associated with SE and whether (2) strengths use mediates these associations. To test our research hypotheses, we surveyed Dutch employees (N = 364), selected with random sampling. The results of structural equation modeling showed that inclusive leadership and high-involvement HR practices were positively associated with workers’ SE. Moreover, we discovered that strengths use mediated these relationships. These results contribute to the SE literature by providing initial evidence that inclusive leadership and high-involvement HR practices are directly and indirectly (through strengths use) related to workers’ SE.

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