The HR Management Perspective on the Elimination of Mandatory Retirement in Ontario

Effective as of December, 2006, an end to mandatory retirement was legislated in Ontario. Prior to this move, some employers and labour organizations were opposed to eliminating mandatory retirement and expressed concern about the negative impact such a move would have on business and on individual workers. This exploratory descriptive study examines HR managers’ (N = 415) perceptions of the impact of the elimination of mandatory retirement in Ontario. Compared with HR managers in organizations not practicing mandatory retirement, HR managers in organizations with a mandatory retirement policy reported their organization had significantly fewer HR practices in place tailored to older employees and would be significantly more likely to respond to the elimination of mandatory retirement by implementing new HR practices or by modifying existing HR practices.Dans le passé, la retraite obligatoire était un aspect accepté de la réalité des ressources humaines (RH), associé à un contrat de travail implicite à l’intérieur duquel les travailleurs plus jeunes voulaient bien différer les bénéfices d’une rémunération immédiate et attendre les emplois disponibles suite aux prises de retraite prévues. De plus, plusieurs entreprises avaient retenu des modèles de dépréciation du capital humain faisant en sorte que la valeur des employés atteigne son sommet tôt dans la carrière pour diminuer graduellement tout au long de la carrière. Les perspectives des étapes de la carrière au sein de ce modèle affichaient habituellement une corrélation entre l’âge chronologique et des « stades » particuliers, impliquant une phase de cheminement finale, au sein de laquelle les attentes de performance diminuée étaient acceptées en retenant l’hypothèse d’une date fixe de retraite. De plus, la pratique de la retraite obligatoire était tenue pour acquise dans l’exercice de planification des systèmes de rémunération et d’avantages sociaux s’appliquant aux salariés. Par opposition, le modèle de maintien en emploi des ressources humaines considère tous les salariés comme des actifs renouvelables dans lesquels il est valable d’investir tout au long de leur carrière dans l’entreprise et, par conséquent, il ne comporte pas d’âge déterminé pour la retraite.La mise en oeuvre d’une loi interdisant la retraite obligatoire en Ontario a changé la situation de l’emploi et soulève la question suivante : comment les gestionnaires des ressources humaines perçoivent-ils ce changement et quels résultats leurs entreprises cherchent-elles à atteindre dans leur effort de planification des RH ? Cet essai fait état des conclusions d’une étude réalisée en 2005, qui cherchait à identifier la manière dont ces gestionnaires (N = 415), à l’emploi d’une panoplie d’organisations de cette province, envisageaient la suppression imminente de la retraite obligatoire et l’effet qu’une telle action aurait sur leur entreprise. Cette étude se veut une coupe instantanée des intentions des entreprises de l’Ontario, au moment où on s’apprêtait à mettre en vigueur la loi prohibant la retraite obligatoire.Nous avons constaté une vision différente entre les directeurs des ressources humaines dans les organisations où il existait une politique de retraite obligatoire avant l’adoption de la loi et celles où il n’y en avait pas. À cette époque, dans près de la moitié de l’échantillon, il y avait un âge de retraite obligatoire et, sans surprise, on constatait qu’une proportion à peu près identique des répondants croyaient que sa suppression aurait un effet dans leur organisation. Ceux qui croyaient que le changement aurait peu d’impact soulignaient le fait qu’ils n’avaient pas de politique de retraite obligatoire ou bien que leurs salariés étaient trop jeunes pour en subir l’effet ou encore qu’ils se retiraient tôt.Les entreprises où les gestionnaires de ressources humaines recourraient couramment à la pratique de la retraite obligatoire étaient plus susceptibles d’être grandes (500 employés et plus); de se retrouver dans des localités restreintes ou des régions rurales; d’avoir procédé à une réduction de leur taille au cours des cinq dernières années et d’être dans le secteur public plutôt que dans le privé.À l’encontre des entreprises sans programme de retraite obligatoire, les gestionnaires de celles offrant un tel programme mentionnaient que leur organisation possédait peu de pratiques de ressources humaines pour les salariés plus âgés et qu’ils devraient mettre en oeuvre de nouvelles pratiques ou bien en modifier certaines. Peut-être pour répondre à ce qui semble socialement souhaitable, les gestionnaires de ressources humaines dans la plupart des entreprises prétendaient avoir de bons systèmes d’appréciation du personnel et de promotion liés à la performance. Les différences importantes apparaissaient surtout eu égard aux politiques plus pratiques, telles que l’offre de temps de travail flexible, tout en faisant preuve d’une reconnaissance et d’un respect à l’endroit des employés plus âgés. Les gestionnaires de RH dans les organisations qui possédaient un programme de retraite obligatoire ont possiblement senti que les salariés plus âgés présentaient peu de valeur ajoutée, alors qu’on était conscient qu’ils se retireraient de toute façon. Cependant, ces mêmes gestionnaires se rendaient compte de la nécessité d’avoir des politiques permettant le réembauchage des personnes retraitées pour des contrats particuliers. Il faut toutefois garder à l’esprit la présence possible de l’influence des facteurs liés à la taille et au secteur d’activités dans notre étude car les politiques de retraite obligatoire se retrouvaient surtout dans les organisations plus grandes du secteur public.Malgré le nombre restreint de différences importantes, nos conclusions corroborent l’idée que des hypothèses concernant le capital humain soient à l’oeuvre. Il appert que des gestionnaires de RH dans des entreprises avec un programme de retraite obligatoire peuvent avoir une vision qui sous-estime la contribution de leurs salariés et croient qu’il n’y aurait pas de valeur ajoutée par l’adoption de pratiques favorables aux travailleurs âgés, parce que ces derniers vont se retirer de toute manière.Les conclusions sont à l’effet que les politiques de RH dépendent du fait qu’un enjeu particulier ait ou non un impact significatif. Les entreprises qui ont des programmes de retraite obligatoire sont plus susceptibles de réviser leur planification en RH, d’offrir une formation de sensibilisation au phénomène de l’âge, des pratiques d’appréciation du rendement et d’attirer des travailleurs plus âgés, si elles croient que la suppression de la retraite obligatoire puisse avoir un impact positif sur leur organisation. Un facteur externe affectant l’organisation, tel qu’une modification à la loi, doit être porté à l’attention des dirigeants de l’organisation. Cela nous amène à signaler l’importance pour les professionnels de RH d’être proactifs en soulevant les enjeux externes et en les portant à l’attention de la direction.On peut dégager de nos résultats un certain nombre d’implications pour la gestion des ressources humaines. Les entreprises devront élaborer de nouvelles politiques de RH pour faire face à l’abolition de la retraite obligatoire. Ceci s’applique d’une manière plus précise aux organisations qui possédaient des programmes de retraite obligatoire en vigueur avant sa suppression. Certaines organisations doivent s’attendre à prendre de nouvelles actions, incluant une révision des programmes de ressources humaines qui devront refléter la nouvelle réalité d’une main-d’oeuvre qui continue de travailler après la date prévue pour leur retraite. Elles devront réviser les systèmes d’appréciation du personnel et de contrôle pour tenir compte de la réalité d’une main-d’oeuvre qui vieillit au travail. Elles devront aussi trouver une façon de gérer une augmentation éventuelle des coûts des avantages sociaux et des prestations de retraite, réviser les hypothèses qui servent au calcul actuariel, mettre au point de nouveaux programmes de formation visant à maximiser la contribution des salariés plus âgés; enfin, élaborer des contrats de travail particulier et des aménagements flexibles afin d’accommoder les travailleurs qui veulent se retirer tôt et ceux qui veulent continuer après l’âge de la retraite habituelle.En vigor desde diciembre 2006, la jubilación obligatoria ha sido eliminada según una ley en Ontario. Antes de este cambio, algunos empleadores y organizaciones laborales se opusieron a la eliminación de la jubilación obligatoria y expresaron su inquietud respecto al impacto negativo sobre los negocios y el impacto individual para los trabajadores. Este estudio descriptivo exploratorio examina las percepciones de 415 directivos de recursos humanos con respecto al impacto de la eliminación de la jubilación obligatoria en Ontario. En comparación a los directivos de RH de las organizaciones que no practican la jubilación obligatoria, los directivos de RH de las organizaciones con políticas de jubilación obligatoria declaran que sus organizaciones tendrían significativamente menos practicas de RH adaptadas a los empleados de edad y serían significativamente más propicias a responder a la eliminación de la jubilación obligatoria con la implementación de nuevas prácticas de RH o modificando las actuales practicas de RH

Benefits of a supportive development climate for older workers

Purpose This study aims to test a model of the relationships among older workers\u27 propensity to engage in development activities (development orientation), their perceptions of the development opportunities associated with their job (job development climate), their commitment to their organization, and their intention to remain with their organization. Design/methodology/approach Separate questionnaires were completed by 395 individuals aged 50 to 70, who were in their career job and 195 individuals aged 50 to 70 who were employed in a bridge job. Both questionnaires included measures of development orientation, job development climate, affective commitment and intention to remain as well as individual characteristics and organizational characteristics. Findings The findings supported the proposed model in that development orientation was positively related to job development climate which, in turn, was positively related to affective commitment and affective commitment was positively related to intention to remain with the organization. There were both similarities and differences in the patterns of relationships for career‐job and bridge‐job respondents. Research limitations/implications The question of causality cannot be determined because of the cross‐sectional research design. Practical implications To create a supportive development climate and retain older workers, employers need to foster older workers\u27 development orientation and ensure that their work assignments provide opportunities to learn new knowledge and skills. Orginality/value There is little empirical research addressing issues related to the development and retention of older workers. No previous studies have investigated both development orientation and job development climate in the context of older workers

Seeking resources: Predicting retirees\u27 return to their workplace

Purpose ‐ This study aims to employ a resource-oriented theoretical perspective to examine retirees\u27 desire to return to their former organization. Design/methodology/approach ‐ Using a cross-sectional field study design, data were collected from 243 retirees under 65 years of age who had been retired from a career job less than ten years. Findings ‐ Regression results indicate that retirees who had experienced financial and pervasive role loss as well as retirees who perceived a higher fit with their former organization and the availability of desired job role options expressed significantly greater interest in returning. Retirees who experienced gains in leaving work as well as gains in their life satisfaction following retirement reported significantly less interest in returning to their former organization. Research limitations/implications ‐ The cross-sectional design and self-report data create a potential for bias. Even though the findings are based on respondents\u27 interest in returning to their former organization, it is not known if they actually did return. Practical implications ‐ Programs should focus on creating an environment that values older workers, and provides them with opportunities such as mentoring other workers. Social implications ‐ Policy changes are needed to ensure that returning to work following retirement results in resource gains and not resource losses. Originality/value ‐ This study uses resource theory with a diverse sample of retirees and considers their desire to return to their original employers, thus adding value to human resources and management who wish to retain or re-engage their own knowledgeable retirees

The Impact of Layoff Announcements on Shareholders

Il est de croyance populaire que les lienciements sont bénéfiques pour les investisseurs et que ce sont les employés qui subissent le fardeau des réductions corporatives. En fait, il y a peu de recherche sur le sujet, et celle qui existe vise surtout des firmes américaines. De plus, la recherche existante peut être biaisée par le fait qu'elle fait des moyennes de réactions aux réductions en temps de récession et en temps de prospérité. On sait très bien que les réactions peuvent varier entre ces deux périodes. Conformément à la recommandation de l'Academy of Management d'étudier le comportement des actionnaires tant à l'intérieur qu'à l'extérieur de l'organisation, la présente étude examine l'effet des licenciements sur les actionnaires. L'échantillon utilisé inclut 137 licenciements par 57 entreprises canadiennes pendant la période de récession allant de janvier 1989 à août 1992. Nous avons utilisé la technique étude-événement, grandement utilisée en finances, pour vérifier si le prix des actions des entreprises qui annonçaient des licenciements variaient positivement ou négativement.Les résultats indiquent que le prix des actions des entreprises qui annonçaient des licenciements décroissait autour de la date de l'annonce de ces licenciements, cette performance négative n'étant statistiquement valable que lorsque les annonces des licenciements initiaux de chaque firme sont examinées. Cette conclusion concourt avec la théorie du signalement qui veut que la bourse réagisse seulement aux annonces initiales. Les licenciements plus importants amènent des réactions négatives plus significatives sur le prix des actions (conformément aux conclusions de l'étude de Worrell et al. 1991). La performance financière antérieure des entreprises n'est pas un facteur significatif influençant l'effet des licenciements sur la performance du prix des actions.Cette conclusion infirme la croyance populaire que les actionnaires profitent des réductions corporatives impliquant des licenciements. Ajoutant ici les conclusions d'autres études à l'effet que les employés sont affectés négativement par les licenciements, la preuve indique que les gestionnaires doivent trouver des voies alternatives pour demeurer compétitifs vu que les licenciements ne bénéficient ni aux employés ni aux actionnaires.This study explores the reactions of shareholders to layoff announcements. We examine shareholders' reactions to 137 layoff announcements by 57 Canadian firms over the period January 1989 to August 1992. Shareholders are found to react negatively to announcements of a layoff in their company. Shareholders have a greater negative reaction to a company's first layoff than to subsequent layoff announcements. Moreover, shareholders respond more negatively to large-scale layoffs than to those involving small percentages of the workforce. The implications of thèse findings for human resource management are discussed

Students’ perceptions of video-conferencing in the classrooms in higher education

AbstractVideoconferencing technology is now considered as an advantageous way to connect with people anywhere in the world. Literature has indicated that it improves learning by meeting people that were previosly inaccessible due to several problems such as time and financial constraints (Dogget, 2008; Jian-Xiang, 1998; Martin, 2005). Despite its benefits, its success depends on various factors like tutors, students, and their attitudes to educational technology. This study aims to find out students’ perceptions of video-conferencing in higher education. Within the framework of this study, the second and third year students from English Language Teaching Department at Yildiz Technical University attended a videoconferencing class delivered by a native speaker of English related to their field for about thirty minutes. Adapted from Ashley's study (2010), pre -session and post-session surveys which included both short-answer and likert-scale type of questions were used. The results indicated that students tend to have a negative attitude towards both using video-conferencing in the class themselves and having videoconferencing in their classes at the university. The study is of vital importance as it can reveal how prospective English teachers will deal with technology in their own classes in the future

Recent Developments in Public Health Nursing in the Americas

This study presents an assessment of the participation and training of nurses in public health areas in the Americas. Information was gathered through a literature review and interviews with key informants from Mexico, Colombia, and Paraguay. Results demonstrate that there is significant variation in definitions of public health nursing across the region and current systematized data about the workforce profile of public health nursing personnel is not available for many countries in the Americas. There are significant regional differences in the levels and types of training of nurses working in public health areas and an increasing number of nurses are pursuing training in public health at the master’s and doctoral levels. Many nurses carry out some or all of the essential functions of public health, but are not considered to be public health nurses. Generally, auxiliary and technical nurses have a broader presence in public health areas than professional nurses. In the future, regional health systems reforms should support increased recruitment and training of public health nurses, as well as stronger roles in public health research and health care at the individual, community, and population levels

What factors influence training opportunities for older workers? Three factorial surveys exploring the attitudes of HR professionals

The core research questions addressed in this paper are: what factors influence HR professionals in deciding whether to approve training proposals for older workers? What kind of training are they more likely to recommend for older employees and in which organizational contexts? We administered three factorial surveys to 66 HR professionals in Italy. Participants made specific training decisions based on profiles of hypothetical older workers. Multilevel analyses indicated that access to training decreases strongly with age, while highly-skilled older employees with low absenteeism rates are more likely to enjoy training opportunities. In addition, older workers displaying positive performance are more likely to receive training than older workers who perform poorly, suggesting that training late in working life may serve as a reward for good performance rather than as a means of enhancing productivity. The older the HR professional evaluating training proposals, the higher the probability that older workers will be recommended for training. keywords: training; older workers; HR professionals; factorial survey; multilevel model

Keep up the good work! An age-moderated mediation model of perceived job support for learning, negative age stereotypes and participation in employability enhancing activities predicting employees' intention to retire

In European nations, the aging of the workforce is a major issue which is increasingly addressed both in national and organizational policies in order to sustain older workers' employability and to encourage longer working lives. Particularly older workers' employability can be viewed an important issue as this has the potential to motivate them for their work and change their intention to retire. Based on lifespan development theories and Van der Heijden's ‘employability enhancement model’, this paper develops and tests an age-moderated mediation model (which refers to the processes that we want to test in this model), linking older workers' (55 years old and over) perceptions of job support for learning (job-related factor) and perceptions of negative age stereotypes on productivity (organizational factor), on the one hand, and their intention to retire, on the other hand, via their participation in employability enhancing activities, being the mediator in our model. A total of 2,082 workers aged 55 years and above were included in the analyses. Results revealed that the two proposed relationships between the predictors and intention to retire were mediated by participation in employability enhancing activities, reflecting two mechanisms through which work context affects intention to retire (namely ‘a gain spiral and a loss spiral’). Multi-Group SEM analyses, distinguishing between two age groups (55–60 and 61–65 years old), revealed different paths for the two distinguished groups of older workers. Employability mediated the relationship between perceptions of job support for learning and intention to retire in both age groups, whereas it only mediated the relationship between perceptions of negative age stereotypes and intention to retire in the 55–60 group. From our empirical study, we may conclude that employability is an important factor in the light of older workers' intention to retire. In order to motivate this category of workers to participate in employability enhancing activities and to work longer, negative age stereotypes need to be combated. In addition, creating job support for learning over the lifespan is also an important HR practice to be implemented in nowadays' working life

When hospitals provide HR practices tailored to older nurses, will older nurses stay? It may depend on their supervisor

This longitudinal study tested a model of the mechanisms through which HR practices are linked to older nurses\u27 intention to remain with their hospital. The participants were 528 registered nurses aged 45 to 67 years. The study focused on two HR practices, flexible work options and performance evaluation practices, which are more directly under the influence of the immediate supervisor. Supervisor-related procedural justice mediated the relationship between the HR practices and perceived supervisor support (PSS), and in turn, PSS was associated with enhanced perceived organisational support (POS). POS partially mediated the relationship between PSS and affective commitment, and affective commitment fully mediated the relationship between POS and older nurses\u27 intention to remain with their hospital. The findings indicated that fostering older nurses\u27 commitment and ultimately retention requires HR practices relevant to older nurses, supportive and fair supervisors, and a hospital that values their contribution and cares about their well-being

The Impact of Critical Thinking Disposition on Learning Using Business Simulations

This research seeks to determine the relationship between students’ critical thinking disposition and their learning while engaging in a business simulation at a UK higher education institution (HEI). The research informs educators making decisions about the use of simulations as to the value of considering critical thinking dispositions. Previous research has found that simulations are an effective way for students to engage actively in learning, bridging the gap between theory and practice. It has also been found that such simulations can develop students’ critical thinking skills. However, hitherto no research has been undertaken into the role that existing critical thinking disposition has on the learning of students, as measured by the degree to which students perceived that they met the module’s intended learning outcomes. This research offers insights into the role and importance of critical thinking disposition and its component dimensions and how this impacts student learning. The results indicate that the level of critical thinking disposition is positively related to the students’ learning. The implications of the research suggest educators should target business simulations at specific cohorts of students. The relative importance of the critical thinking disposition constructs and the practical educational implications of these findings are discussed