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Bridging theory and practice through the 'Respect Openness Continuity (ROC)'-model ** Although the academic debate on the link between Corporate Social Responsibility (CSR) and HRM is relatively young, it is generating increasing interest. We suggest that sustainable HRM is a next, innovative and promising domain for theory building, research and practice in the field of HRM. It nonetheless poses several new challenges. To date, the literature on this topic is inconsistent, and the field therefore lacks clear lines, fine-tuning and conceptual/practical maturity. In this context, the 'Respect Openness Continuity (ROC)'-model is introduced. This model proceeds from the proposition that sustainable HRM forms a subsequent stage in the tradition of HRM thinking. In recent years, mainstream HRM has been strongly identified with strategic HRM thinking. In developing a model for sustainable HRM, various theoretical viewpoints beyond the strategic HRM tradition are explored and assessed for their potential contributions to a framework for sustainable HRM that can bridge theory and practice.

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. We would like to thank Doris Fay and two anonymous reviewers for their valuable comments and suggestions.Age-related Differences in Work Motivation 2 Abstract This paper examines age-related differences in work motivation in two samples of 9388 and 2512 individuals who completed a comprehensive motivation questionnaire (MQ, SHL, 1992) for selection or development purposes. In the first sample, age differences were examined by controlling for gender and investigating whether relationships between age and motivation were non-linear. Statistically significant relationships between motivation and age were found for most motivation scales explaining up to 12% of the variance in specific scales. The second sample was used to confirm these results and to determine whether differences on these motivation scales could be explained by additional demographic variables, which were not available in the first sample. When controlling for demographic variables such as gender, managerial experience and university education, the pattern of results was similar in the second data set although effects were smaller. Results generally support propositions from the literature which suggest a shift in people's motives rather than a general decline in motivation with age: older employees were less motivated by extrinsically but more by intrinsically-rewarding job features.

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Employees' use of social media technologies: a methodological and thematic reviewWith the ubiquity of social media in all aspects of daily life, research interest in the topic has been on the rise. Within the existing body of research on these tools, part of the literature focuses on the use of social technologies by employees. This article employs a systematic literature review methodology, with the objective of identifying the main methodologies and themes of research on employees' usage of social technologies. A total of 66 articles were included in this review, covering five major research themes, that is, legal aspects and policies, human resources management, knowledge management and sharing, learning, and communication. In terms of methodological choices, research on the use of social technologies by employees is found to be fragmented and in need of further quantitative studies, mixed-methods approaches, and theory-based research. Suggestions for future research are provided based on both thematic and methodological considerations.