Intrinsic Workforce Diversity and Construction Worker Productivity in Pakistan: Impact of Employee Age and Industry Experience

Worker productivity is critical within construction projects as it is the measure of the rate at which work is performed and, more importantly, helps to know how to motivate them to perform at high levels. This research aimed to examine the impact of employee age and industry experience on the intrinsic workforce diversity factors influencing construction worker productivity. Sieving through the previous research and models and theories of analysis, the intrinsic workforce diversity was modeled into the following set of factors, i.e., income, motivation, psychosocial factors, and technical skills. The data were collected by means of a questionnaire survey and examined for the employees having different ages and experiences using the Mann–Whitney U test through SPSS. The results show that employees of varied ages do not concur over motivation-, psychosocial, and technical skills-related workforce diversity factors, whereas employees of varied industrial experiences are in disagreement over some income and motivation related workforce diversity factors. In order to overcome intrinsic workforce diversity, firm support is direly needed for old and mature employees in terms of financial incentives leading to motivation, less supervised scheduling, opportunities for firm advancement, and reporting back every time work is completed. Furthermore, support is required for young employees who are more susceptible due to psychosocial stresses like unevenly distributed work, communication gaps, and technical skills like knowledge of technological equipment and advancement in construction technology which has reduced the skills of workers.

How preferences for types of appreciation differ across employee age groups

Purpose Organizational leaders and human resource professionals affirm that to have (and keep) an effective workforce, understanding one’s employees is critical. Thus, understanding the differences between employees of different age groups is important. Simultaneously, studies have demonstrated the significant positive impact appreciation has on the functioning of organizations. When team members feel truly valued, numerous positive benefits result, including lower staff turnover, less absenteeism, higher customer ratings and greater profitability. Design/methodology/approach Because individuals prefer to be shown appreciation in different ways and prior research has shown some age differences, this study examined how appreciation preferences differ across seven employee age groups. Over 190,000 individuals completed an online assessment based on the five languages of appreciation, which identifies employees’ preferred ways of receiving appreciation. The respondents were separated into seven age groups, from 19 years old and younger to 70 years old and above. Findings The results of an analysis of variance found that there were significant differences across groups. Although the patterns of preferences were largely the same across many groups, post hoc analyses found both the youngest and oldest age groups differed from employees in their 30s with regards to their desire for quality time. Additionally, older employees were extremely low in their desire for tangible gifts. Originality/value As the proportion of employees shifts from older to younger groups of employees, these results raise important implications for organizations’ approaches regarding how appreciation and other motivators should be adjusted for different groups of employees.

Too Old for Agility? Employee Age and Readiness for Change Toward Scrum—The Moderating Roles of Age Climate and Subjective Age

While demographic change is leading to an aging workforce in many parts of the world, more and more companies are implementing agile forms of collaboration. These enable better adaptation to change through constant, iterative learning but require a corresponding mindset from the employees. According to meta-analytical findings, willingness to learn is negatively correlated with employee age, whereas willingness to change is not. We examined the relationship between employee age and readiness for change toward Scrum—the predominant framework of agile project management—focusing on moderating effects. We hypothesized that readiness for Scrum does not decrease with employee age per se, but that it depends on age climate and subjective age. Using an animated explainer video, we created a scenario in which Scrum gets implemented in the participants’ work area. We tested our hypotheses using two studies with age-heterogeneous samples (N1 = 146, N2 = 198), differing in their mean ages (M1 = 36.9, M2 = 41.6). Across studies, and consistent with expectations, readiness for Scrum increased with age when employees reported lower levels of subjective age. Regarding age climate, the results were mixed: In Study 1, readiness for Scrum increased with age when participants perceived a more negative age climate, whereas in Study 2, it increased in a more positive age climate. Results of the three-way interaction in Study 1 suggest a complex interplay between age identity and age climate. We interpret these results in light of existing theory and discuss possible implications for research and practice.

Use of flexible work practices and employee outcomes: the role of work–life balance and employee age

Flexible work practices (FWPs) give employees some control over when and where they work. Using boundary theory and role balance theory, this study proposes and tests a mediation model focusing on how the relationships between FWPs usage and employee outcomes (i.e., wellbeing and turnover intention) are mediated by work−life balance (WLB). It also tests the moderating role of employee age on the relationship between WLB and employee outcomes using socioemotional selectivity theory. The model was tested using survey data from 293 employees of an Australian for-profit organization. The findings indicate that FWPs usage is positively associated with WLB, WLB is positively associated with wellbeing and negatively with turnover intentions, and WLB partially mediates the relationships between FWPs usage and employee outcomes. The results provide partial support that employee age moderates the relationship between WLB and turnover intentions. Theoretical, research and practical contributions are discussed.

Impact of employee age and work experience on safety culture at workplace

Occupational accidents can be caused by different factors and can have many consequences, such as minor or fatal injury, equipment damage, permanent disability, or, in some cases, fatality. Therefore, it is essential to identify the causes of accidents to prevent them from recurring in the future and minimize injury, ill-health, and business costs. It is crucial, by determining the causes of the incident in the workplace, to analyse those that happened and take practical preventive steps to minimize the likelihood of them occurring again. A safe and accident-free working environment can allow the company to function efficiently and effectively. This study examined whether the age and experience of the employees, as determined by the demographics, have significant differences in the mean scores of the compliance towards safety culture within the company.

Older and Less Deviant? The Paths Through Emotional Labor and Organizational Cynicism

Previous research suggests that workplace deviance, one of the most pressing problems for today’s organizations, tends to decline as employees age. However, little is known about the mechanisms underlying the age-deviance relationship. Using aggregated 5-day daily diary data in a sample of 158 Chinese full-time employees, the present study examined age differences in the use of emotional labor strategies (i.e., surface acting and deep acting) and how these age differences relate to employee workplace deviance via organizational cynicism. Results found that age was negatively related to the use of both surface acting and deep acting. Emotional labor strategies (i.e., surface acting and deep acting) and organizational cynicism serially mediated the relationship between employee age and workplace deviance. The current research deepens our understanding of the process by which employee age relates to workplace deviance. This study also has implications for the management of an increasingly age-diverse workforce and can guide future interventions aiming at reducing workplace deviance, an issue of increasing concern to both organizations and society in general.

The Impact of Abusive Supervision and Constituent Attachment on Entry-Level Employee Turnover

The present study extends the body of research on turnover by examining the impact of abusive supervision on turnover in the context of entry-level hospitality employees, drawing on conservation of resources theory as an overarching theoretical lens. In addition, this research examined moderators in the abusive supervision–turnover relationship, specifically constituent attachment and employee age. With a sample of 980 restaurant front-of-house employees, data on abusive supervision, constituent attachment, and age were used to predict turnover over a 6-month period via logistic regression. Abusive supervision increased turnover among the sample overall. However, the effect was stronger for younger employees. In addition, constituent attachment increased the likelihood of turnover for younger employees who experienced greater abusive supervision. The present study serves to validate the adverse impact of abusive supervision on turnover along with factors that may strengthen or attenuate its impact.

Frontline employee age and customer mistreatment: a meta-analysis

Purpose The purpose of this paper is to provide a comprehensive meta-analytic examination of the relationship between employee age and customer mistreatment. Drawing on socioemotional selectivity theory and taking the cross-cultural and cross-sectoral differences into account and making the country-level and occupation-level comparisons possible for uncovering when age matters, the role of employee age on decreasing customer mistreatment is examined. Design/methodology/approach The data comprises of 103 independent samples collected from 48,067 frontline employees. Random effects individual correction meta-analysis procedure is used to aggregate correlation coefficients and correct them for sampling, measurement and range restriction errors. Meta-regression is used for examining the impact of key moderators. Findings Results consistently show that frontline employee exposure to customer mistreatment is decreased with age. Regarding national differences, negative associations are stronger in low power distance countries. Age has more potential to provide high-quality relations with customers in healthcare, banking, compared to call centers and hospitality sectors. Practical implications Healthy customer relations with fewer customer mistreatments come with employee age. However, results warn service managers about cultural and industry-related boundary conditions such as power distance and service orientation expectations. Originality/value This study is the first meta-analysis on the relationship between two contemporary challenges in organizational frontlines: the aging workforce and customer mistreatment. By conducting comprehensive data collection and analyses, this study concludes that older employees, especially in low power distance cultures, bring wisdom to service environments.