Digital native or digital immigrant? Using intraorganizational resources to develop technological competence among older employees

2017 ◽  
Vol 31 (2) ◽  
pp. 8-9
Author(s):  
Robert D. Evans
Keyword(s):  
Older Workers ◽  
College Graduates ◽  
Cost Savings ◽  
Technological Knowledge ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
Older Employees ◽  
Technological Competence ◽  
Employee Relationships

Purpose The purpose of this viewpoint article is to demonstrate that firms can utilize intraorganizational resources to aid in helping older workers become technologically competent. Through the use of these intraorganizational resources, firms can benefit from the transfer of technological knowledge between younger and older workers. A further benefit is cost savings associated with utilization of internal as opposed to external resources. Design/methodology/approach This paper is a viewpoint article which demonstrates and raises awareness of some elementary internal resources which can aid in the development of older workers’ technological competence. Findings There exists a marked difference between younger and older workers and the associated technological competence of each. Implementing a mentoring process which matches recent college graduates or younger workers, digital natives, with older workers, digital immigrants, who are either returning to the workforce or transitioning to jobs which require technological skills, can aid in knowledge transfer of proprietary and public software programs and has the potential to lead to improved employee relationships. Originality/value This paper addresses the development and utilization of internal as opposed to external resources in aiding older workers gaining technological competence. These workers may be returning to the workforce or transitioning to jobs which require more technological knowledge, and, by providing a system to support this transition, both, firms and employees can benefit.

Media portrayals of older employees: a success story?

2014 ◽  
Vol 27 (4) ◽  
pp. 583-597 ◽  
Author(s):  
Martine van Selm ◽  
Beatrice I.J.M. Van der Heijden
Keyword(s):  
Mass Media ◽  
Older Workers ◽  
Longitudinal Research ◽  
Empirical Studies ◽  
Empirical Work ◽  
Corporate Communication ◽  
Content Type ◽  
Media Portrayals ◽  
Older Employees ◽  
Age Related

Purpose – The purpose of this paper is to provide an analysis of how portrayals of older employees in mass media messages can help combating stereotypical beliefs on their employability. Design/methodology/approach – The authors conducted a systematic review of empirical studies on mass media portrayals of older employees in order to show what these reveal about the ways in which their employment status, occupation, job type, or work setting is portrayed. The approach builds upon theory on media portrayals, media effects, and stereotypes of older workers’ employability. Findings – This study shows that older employees in media portrayals, when present at all, are relatively often shown in higher-level professional roles, herewith overall, depicting an image that is positive, yet differs from stereotypical beliefs on their employability that are prevalent in working organizations. Research limitations/implications – Further empirical work is needed to more safely conclude on the prevalence of age-related portrayals of work and employment in mass media. In addition, longitudinal research is called for in order to better understand the possible causes for the way in which older employees are portrayed, as well as effects of age-related stereotyping in mass media and corporate communication outlets over time. Practical implications – This research sparks ideas about how new portrayals of older employees in mass media and corporate communication outlets can contribute to novel approaches to managing an aging and multi-generational workforce. Social implications – This study shows how working organizations can make use of the positive and powerful media portrayals of older employees, in order to activate normal and non-ageist behaviors toward them, and herewith, to increase their life-long employability. Originality/value – This study highlights the role of media portrayals of older employees in combating stereotypes about their employability.

Supply resource management: Salomon and his network of subcontractors in Romania

2017 ◽  
Vol 33 (2) ◽  
pp. 4-6
Author(s):  
Richard Calvi
Keyword(s):  
Supply Chain ◽  
Resource Management ◽  
Competitive Advantage ◽  
Strategic Decisions ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
The One ◽  
Practical Implications

Purpose According to Christopher (2000), in a lot of sectors, the competition is a question of supply chain against supply chain. The winner in term of competitive advantage should be the one, who is able to obtain more than the competitor from the available resources. In strategic literature, Dyer and Singh (1998) are the first who introduced the concept of “relational competency” to explain why some companies gain their competitive advantage not directly from their internal resources but mainly because they are able better to combine external resources. Design/methodology/approach This paper is a case study. Findings The author describes the different phases and strategic decisions in the building of a real supplier eco-system. Research limitations/implications It is a sole case study. Practical implications This study is a description of a success story. Originality/value This study is a description of an external resource management in action.

Daring to tap external strategic resources: competitive advantage in global industries

2019 ◽  
Vol 40 (3) ◽  
pp. 25-35 ◽  
Author(s):  
Stuart Orr
Keyword(s):  
Supply Chain ◽  
Content Type ◽  
External Resources ◽  
Internal Resources ◽  
External Focus ◽  
Strategic Resources ◽  
Balanced Approach ◽  
Complementary Product ◽  
New Business ◽  
Practical Implications

Purpose In addition to their internal resources, companies in most industries rely upon external strategic resources to maintain and improve their performance. External strategic resources have a similar effect on competitiveness but are located in the company’s networks or even in unrelated industries. Some companies underuse these resources, while other companies focus too strongly on accessing external resources in their own industry, which results in hyper-competition. This paper aims to explain how different industries use external resources and describes the criteria for a balanced approach which leads to knowledge transfer, diversity and supports the development of new business. Design/methodology/approach Examples and evidence from four different industries are used to identify the different approaches for accessing external strategic resources. Findings Valuable external strategic resources are non-transferable, located in a complementary product organisation, knowledge-oriented, located in a different country, preferably not part of the organisation’s primary external focus (e.g. supply chain), able to introduce diversity and innovation and are compatible with network behaviours. Practical implications External strategic resources are frequently found within the organisation’s supply chain, however, use of these resources should be balanced by external resources from non-related industries to increase diversity and reduce the likelihood of hyper-competition. Originality/value This paper explains why external strategic resources are valuable, identifies the different approaches to accessing them, describes the benefits and drawbacks associated with each approach and provides the key criteria for identifying a valuable external strategic resource.

Career success of older workers: the influence of social skills and continuous learning ability

2015 ◽  
Vol 34 (9) ◽  
pp. 1113-1133 ◽  
Author(s):  
Sophie Hennekam
Keyword(s):  
Social Skills ◽  
Older Workers ◽  
Career Success ◽  
Career Satisfaction ◽  
Learning Ability ◽  
Continuous Learning ◽  
Structured Interviews ◽  
Content Type ◽  
Mixed Methods Approach ◽  
Older Employees

Purpose – The purpose of this paper is to examine the influence of the competencies social skills and continuous learning ability on career success and career satisfaction among workers aged 50 or over. Design/methodology/approach – A mixed methods approach consisted of 920 surveys and 11 semi-structured interviews with working individuals aged 50 or above, registered at a job agency specialized in older employees in the Netherlands. Multiple regression and content analysis were used to analyze the findings. Findings – The survey showed a positive relationship between the competencies and career success and career satisfaction However, the interviews revealed that not all older workers perceived the need to continuously stay up-to-date as positive, pushing them into retirement. Originality/value – The influence of competencies on career success and career satisfaction of older workers has received only little attention from researchers.

Informal learning and work engagement among older workers

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Informal Learning ◽  
Work Engagement ◽  
Older Workers ◽  
Design Methodology ◽  
Content Type ◽  
Older Employees ◽  
Younger Workers ◽  
Firm Success ◽  
Key Skills ◽  
Pertinent Information

Purpose Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Transfer of key skills and knowledge between older and younger workers remains vital for ongoing firm success. The effectiveness of this process can be increased when organizations provide opportunities for informal learning that serve to heighten levels of work engagement among older employees. Originality/value The briefing saves busy executives and researchers’ hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Managers’ perceptions of older workers in British hotels

2014 ◽  
Vol 33 (1) ◽  
pp. 54-72 ◽  
Author(s):  
Andrew Jenkins ◽  
Jill Poulston
Keyword(s):  
Older Workers ◽  
Predictive Analytics ◽  
Hotel Industry ◽  
Small Sample ◽  
Ageing Population ◽  
Content Type ◽  
Older Employees ◽  
The North ◽  
Hotel Managers ◽  
Hotel Workers

Purpose – The purpose of this research paper is to identify the perceptions and stereotypical views of hotel managers to older employees in the British hotel industry, with a focus on the north of England, and to determine the equal opportunities policies and practices of hotels in relation to older workers and the types of jobs deemed suitable or not suitable for older employees. Design/methodology/approach – The method used in this exploratory study was a survey incorporating a postal questionnaire. The questionnaire was sent to 144 hotel managers in hotels with a minimum of 20 bedrooms in the north of England. In all, 36 completed questionnaires were returned. Data were analysed using Predictive Analytics Software (PASW). Findings – The results of the survey clearly point to hotel managers having overwhelmingly positive views of older workers (confirming the findings of Magd's, 2003 survey), although some managers did age-stereotype certain jobs as being not suitable or suitable for older hotel workers. Research limitations/implications – The principal limitations concern the use of a questionnaire to measure the attitudes of hotel managers, the use of a non-probability sampling technique and the relatively small sample size. Practical implications – Given the UK's ageing population and labour shortages in the hotel industry, it is important that hotel managers address negative stereotypical views of older workers and the jobs deemed suitable for these workers. Originality/value – As the hotel industry is a major contributor to employment in the UK, a lack of empirical data on managers’ perceptions of older hotel workers is a significant omission that this paper seeks to redress.

The impact of age on innovation

2015 ◽  
Vol 38 (4) ◽  
pp. 404-420 ◽  
Author(s):  
Richard A Parsons
Keyword(s):  
Older Workers ◽  
Content Type ◽  
Older Employees ◽  
Human Resource Department ◽  
Age Diversity ◽  
Independent Variable ◽  
The One ◽  
The Individual ◽  
The Cost ◽  
The Impact

Purpose – This paper aims to develop a model of individual innovation based on an employee’s innate propensity to innovate and the specific costs and benefits expected to the individual from the innovation. This model is then used to study the way an employees’ age will impact innovation. Design/methodology/approach – This paper proposes variables which drive an individual’s innovative behavior based on a literature review. This theoretical model is then maximized to show how age drives an employees’ innovation output in three ways. A small survey is used to substantiate the theory. Findings – In this model, the age of the employee becomes an important independent variable with negative elements associated with both the cost and benefit the employee will receive from their innovation efforts. However, age will be positively associated with an employee’s ability to implement and capitalize on their innovation. Practical implications – Firm’s must pay attention to the career life cycle of their employees. The human resource department must take on the task of focusing on delivering the programs needed to support older employees’ particular needs relative to producing innovation. Social implications – As the Western workforce ages, considerations for dealing with older workers and age diversity will become more important. Models such as the one developed in this paper will be important for understanding and managing the changing workforce. Originality/value – This model develops a theory of how age can impact an employee’s innovation in three specific ways that have not previously been addressed in the literature. This model also proposes an explanation for surprising results found in several prior studies.

Older employees and technology use

2017 ◽  
Vol 31 (5) ◽  
pp. 36-38
Keyword(s):  
Technology Use ◽  
Older Workers ◽  
Content Type ◽  
Older Employees ◽  
Significant Barrier ◽  
E Learning ◽  
Future Intention ◽  
Pertinent Information ◽  
Perceived Complexity ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Age is widely regarded as a significant barrier to technology adoption. Older employees are negatively stereotyped as lacking the necessary motivation and capabilities needed to embrace things such as e-learning. However, evidence suggests that perceived complexity, learning authenticity, and availability of technical support could be more influential than age when it comes to acceptance of such technologies and future intention to use them. Scope, therefore, exists to increase engagement with e-learning among older workers if organizations address concerns associated with these factors. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Training strategies for an aging workforce

2009 ◽  
Vol 41 (6) ◽  
pp. 334-338 ◽  
Author(s):  
Sergio Koc‐Menard
Keyword(s):  
Older Workers ◽  
Job Seekers ◽  
Aging Workforce ◽  
Content Type ◽  
Older Employees ◽  
Learning Programs ◽  
European Foundation ◽  
Targeted Approach ◽  
Study Database

PurposeThe purpose of this paper is to explore how organizations might support older workers' learning.Design/methodology/approachThe paper highlights an incoming HR challenge (training older workers), conducts a review of corporate responses in Europe, and then identifies lessons. Examples are drawn from the case study database of the European Foundation for the Improvement of Living and Working Conditions.FindingsThe paper identifies four lessons. The first is to adopt a targeted approach, which involves both identifying older employees with key abilities and tailoring training products to their needs. The second lesson is to develop training initiatives that update job‐related skills and knowledge. The third is to complement skills update products with programs that expand the knowledge horizon of older employees. The fourth lesson is to integrate training into recruitment initiatives that target experienced job‐seekers.Originality/valueMany organisations are developing initiatives to tap into the older worker talent pool. Training is a critical component of strategies that seek to retain or attract experienced professionals. The paper provides practical advice that will help organizations to design and implement learning programs for older workers.

scholarly journals Age segregation and hiring of older employees: low mobility revisited

2014 ◽  
Vol 35 (8) ◽  
pp. 1090-1115 ◽  
Author(s):  
Pekka Ilmakunnas ◽  
Seija Ilmakunnas
Keyword(s):  
Older Workers ◽  
Age Groups ◽  
Cohort Effect ◽  
Employment Change ◽  
Firm Level ◽  
Content Type ◽  
Older Employees ◽  
Age Segregation ◽  
The Individual ◽  
Employee Data

Purpose – The purpose of this paper is to analyse the determinants of hiring and exit rates by age at the firm level and firm-level age segregation in hirings and separations in Finland. Design/methodology/approach – The use Finnish linked employer-employee data from 1990 to 2004. The authors present a decomposition of employment change by age group to disentangle the roles of hirings and exits from factors related to demographics effects. Firm-level analysis is conducted using regression models for the hiring rates and shares of different age groups and for the probability of hiring older employees. Similar models are estimated for the exits of older employees. Segregation is analysed using age segregation curves and Gini indices calculated from them. Findings – The hirings of older (50+) employees have clearly been more segregated at the firm level than the exits or the stock of old employees. Larger firms are more likely to hire older employees, but their hiring rates are lower. However, the probability of having hires or exits of older workers are much higher in large firms. The results are relatively similar for men and women. Research limitations/implications – The determinants of the probability of hiring older workers and the rate of hiring them, given that the rate is positive, are different and these two processes should be modelled separately. The Gini index of segregation may be misleading when the number of employees per firm is small. Therefore it is useful to compare segregation to a random reshuffle of employees to firms. Practical implications – Older worker who have become unemployed or who want to change their job need to have more employment opportunities. Labour and pension policies need to be monitored and designed so that there are more incentives for the individual to search for a new job and for the firms to hire older employees. Originality/value – The authors provide new empirical evidence of age segregation and hiring prospects of older employees. Age segregation has previously been examined in occupations, but the authors extend the analysis to firm-level segregation. The authors suggest a new decomposition of the rate of employment change to the hiring and exit rates and to a cohort effect.

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