Informal learning and work engagement among older workers

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.

Work changes and employee age, maladaptive coping expectations, and well-being: a Swedish cohort study

Purpose Older workers are expected to suffer more from work changes than younger ones, but empirical evidence is lacking. Negative responses to work changes may result rather from maladaptive coping expectations. This study examined possible age differences in job and life satisfaction, and sleep disturbances, after work changes (voluntary and involuntary job changes, reorganizations) and the moderating role of maladaptive coping expectations. Methods Four biennial waves from the Swedish Longitudinal Occupational Survey of Health (SLOSH) including respondents who participated in all four waves (n = 3084). We used multilevel path analyses to estimate direct and moderated relationships between work changes and outcomes. Results Involuntary job changes were associated with lower job and life satisfaction and more sleep disturbances. Reorganizations were only associated with lower job satisfaction. Older employees were more satisfied with their jobs and lives than younger employees and experienced more sleep disturbances. After involuntary job changes, older employees had similar (lower) levels of well-being as younger ones, but they reported more sleep disturbances when having experienced reorganizations. Maladaptive coping expectations were related to lower job and life satisfaction and more sleep disturbances. Employees with maladaptive coping expectations reported more sleep disturbances after involuntary job changes and reorganizations. Conclusion Our results suggest that there are few age differences in well-being after work changes. Employee well-being seems to mostly depend on maladaptive coping expectations. Organizations aiming to prepare employees for job changes and reorganizations could focus their efforts on employees with maladaptive expectations rather than on older ones.

The Conceptual Model of Managing Older Employees to Achieve Their Work Engagement

The purpose of the chapter is to present, on the basis of theoretical starting points, the importance of management of older people for the entire society as well as the problem of older employees and their management as an important branch of human resource management, which presents a major challenge for companies. The main aim of the chapter is to design the conceptual model of managing older employees to achieve their work engagement, which will serve as the basis for understanding the successful ageing of older employees and creating an appropriate working environment favourable for all generations. By promoting active ageing and introducing the management of older employees, companies can achieve an important increase in the work engagement of older employees, a change of generally accepted stereotypes, myths, and prejudices about older people and the reduction of discrimination of older people in the labour market. The appropriate working conditions that should be available in all companies contribute to the improvement of management of older employees and their work engagement.

The Conceptual Model of Managing Older Employees to Achieve Their Work Engagement

The purpose of the chapter is to present, on the basis of theoretical starting points, the importance of management of older people for the entire society as well as the problem of older employees and their management as an important branch of human resource management, which presents a major challenge for companies. The main aim of the chapter is to design the conceptual model of managing older employees to achieve their work engagement, which will serve as the basis for understanding the successful ageing of older employees and creating an appropriate working environment favourable for all generations. By promoting active ageing and introducing the management of older employees, companies can achieve an important increase in the work engagement of older employees, a change of generally accepted stereotypes, myths, and prejudices about older people and the reduction of discrimination of older people in the labour market. The appropriate working conditions that should be available in all companies contribute to the improvement of management of older employees and their work engagement.

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.

Chronic conditions and self-perceived health among older employees in relation to indicators of labour participation and retirement over time

BACKGROUND: A significant proportion of older employees leave the labour market early, amongst others via unemployment or disability benefits, implying that health might affect possibilities to extend working life. OBJECTIVE: This study 1) examined associations between chronic conditions (subtypes) and self-perceived health (SPH), independently, and indicators of labour participation and retirement over six-year follow-up among older employees, and 2) explored the impact of differences between prevalent and incident presence of chronic condition(s) in this relation. METHODS: Older workers (aged > 45 years) included in the Maastricht Cohort Study were studied (n = 1,763). The Health and Work Performance Questionnaire assessed chronic conditions and one item from the Short Form health survey-36 assessed SPH. Cox regression analyses assessed associations between chronic conditions and SPH, independently, and retirement intentions, employment status, decreasing working hours, and changes in work over time. RESULTS: Employees with coexistent physical-mental chronic conditions showed higher risks to lose employment and to receive a disability benefit (HR 1.85, 95% CI 1.23–2.78; HR 8.63, 95% CI 2.47–30.11) over time compared to healthy employees. No statistically significant associations were found between SPH and indicators of labour participation and retirement over time. Having chronic condition(s) was cross-sectionally associated with lower SPH scores and larger proportion of part-timers –compared to healthy employees. CONCLUSIONS: Chronic condition(s) among older employees were substantially associated with indicators of labour participation and retirement over time. The role of SPH was mainly instantaneous. Findings provide valuable input for preventive measures aiming to prevent an early labour market exit of older employees.

Exploring the Black Box of Managing Total Rewards for Older Professionals in the Canadian Financial Services Sector

This study extends our knowledge about the management of older employees in the sector of financial services, which faces enormous transformational pressures (e.g., emergence of artificial intelligence, digital services). Based on the black box model of human resource management, we investigate how executives at 16 major financial institutions manage their total rewards to motivate their older professionals to stay at work longer. Top management’s views towards older professionals underlie a firm’s culture or climate, and more precisely, the extent of the perception that they are a strategic resource that needs focused management. Across firms, such adaptation (or lack thereof) is made through the following total rewards components: (1) flexibility in working time and place of work, (2) hiring of retirees, (3) hiring or promotion of older professionals, (4) role adjustment, (5) responsibilities and performance standards, (6) monetary rewards, benefits, and (7) recognition, succession planning, and support for retirement planning or preparation. The black box model should be used in future research to understand which reward components work best in which contextsto motivate older workers to stay at work longer.

The master narrative of older employees in changing workplaces

PurposeInterest in older employees increases in times of population ageing. Previous research exploring the situation has underlined older employees' struggle with workplace changes. However, it has not explored their master narrative – the socially shared narrative about older employees that steers behaviour. This study explores this narrative and its differences across changing workplaces. It draws on Lyotard's suggestion that master narratives disintegrate in post-modern societies.Design/methodology/approachThis study conducts focus groups among older Finnish employees of an airline, postal service and social care. These groups experienced different kinds of workplace changes, namely mass layoffs, digitalisation and restructuring. The focus groups highlight the individuals' shared narratives, thereby pinpointing the master narrative.FindingsThe master narrative describes how simultaneous changes at the workplace and in their health lead older employees to look for ways to exit their jobs. This narrative is largely stable across workplaces, showing no disintegration but some variation.Originality/valueThis is the first study on the master narrative of older employees and its disintegration. To the authors’ knowledge, it is also the first study to use focus groups to explore a master narrative.