I’m I too young to think about retirement?: The relationship between human resources management practices, work ability and retirement intentions

The intended age at which employees plan to retire is critical for organizations as retirement leads to the loss of critical knowledge and expertise that is not replaceable due to its tacit nature. Consequentially, organizations endeavour to create conditions to retain valuable workers, especially those who have attained such a high level of proficiency and productivity that they add value to the overall operations. However, not all factors that explain the intended age for retirement are under the control of organizations (Truxillo, Cadiz, Rineer, Zaniboni, & Fraccaroli, 2012). The expected quality of retirement life (quality of living, financial stability) is one that is out of reach. However, work ability (physical and mental ability to cope with daily work) might be related with organizational practices, as organizations can change job content to accommodate age needs (Kooij et al., 2013; Schalk et al., 2010; Truxillo, Cadiz, & Hammer, 2015). This is within the capacity of managers, as organizations can deploy a HRM policy that is age related, that is, high potential work practices (HPWP) with an age focus. Examples are recognition-participation, job flexibility, and job reallocation regarding ageing capabilities.info:eu-repo/semantics/publishedVersio

The effect of age on daily positive emotions and work behaviors

This study draws on socioemotional selectivity and person–job fit theories to investigate the emotional bases for age-related differences in daily task crafting and in-role performance. We tested a mediation model in which age is related to positive emotions that in turn predict task crafting and in-role performance. A total of 256 people working in multiple organizations participated in a 5-day diary study. Multilevel modeling showed that, at the person level of analysis, age is significantly and positively related to positive emotions and task crafting and, via crafting, to in-role performance. No significant mediation of high- and low-arousal positive emotions was found between age and task crafting. However, at the day level of analysis, high-arousal positive emotions are positively related to task crafting, and this in turn is positively related to in-role performance. These findings make important theoretical contributions to understanding within-person processes associated with employee age in addition to more traditional between-person factors. They also have implications for managing an age-diverse workforce by means of job crafting.info:eu-repo/semantics/acceptedVersio

Applicant perspectives during selection

We provide a comprehensive but critical review of research on applicant reactions to selection procedures published since 2000 (n = 145), when the last major review article on applicant reactions appeared in the Journal of Management. We start by addressing the main criticisms levied against the field to determine whether applicant reactions matter to individuals and employers (“So what?”). This is followed by a consideration of “What’s new?” by conducting a comprehensive and detailed review of applicant reaction research centered upon four areas of growth: expansion of the theoretical lens, incorporation of new technology in the selection arena, internationalization of applicant reactions research, and emerging boundary conditions. Our final section focuses on “Where to next?” and offers an updated and integrated conceptual model of applicant reactions, four key challenges, and eight specific future research questions. Our conclusion is that the field demonstrates stronger research designs, with studies incorporating greater control, broader constructs, and multiple time points. There is also solid evidence that applicant reactions have significant and meaningful effects on attitudes, intentions, and behaviors. At the same time, we identify some remaining gaps in the literature and a number of critical questions that remain to be explored, particularly in light of technological and societal changes

Motivated to be socially mindful: Explaining age differences in the effect of employees’ contact quality with coworkers on their coworker support

In this research, we examine how high-quality contact can facilitate employees’ coworker support and explain why the benefits of high-quality contact are contingent upon age. First, we employ a social mindfulness lens to decipher the motivational mechanisms of high-quality contact with coworkers on providing coworker support via coworker-oriented perspective taking and empathic concern. Second, we utilize socioemotional selectivity theory to overcome the current age-blind view on workplace interactions and examine the indirect moderating effect of age via future time perspective on the link between contact quality, social mindfulness, and coworker support. We tested our hypotheses based on data from a sample of 575 employees collected in three waves. Results showed that both coworker-oriented perspective taking and empathic concern mediated the positive effects of contact quality on coworker support. The effect of contact quality on coworker-oriented empathic concern was stronger for older employees with a more constrained future time perspective as compared to younger employees with a more extensive future time perspective. Overall, we extend research on aging, workplace interactions, and support behavior by linking the literature on these topics using a social mindfulness lens and by adding employee age and age-related mechanisms as important boundary conditions that qualify the outcomes of positive workplace contact

A meta‐analysis of change in applicants' perceptions of fairness

Using an event‐triggered multi‐stage framework, this random‐effects meta‐analysis examined the changes in applicants' perceptions of fairness between consecutive stages and throughout the entire personnel selection process. We integrated findings of studies with at least two measurement points, resulting in 45 effect sizes (overall N = 3,038). Trajectories of perceptions of fairness decreased nonlinearly across the process, with a steeper decrease for people who held high levels of initial fairness expectations. Unjust treatment produced a decrease in perceptions of fairness from pretest to posttest and an increase from posttest to postdecision. Furthermore, the length of the time interval moderated the changes in fairness perceptions between the posttest and postdecision stage. Practical implications and an agenda for future research are discussed

Idiosyncratic deals for older workers: increased heterogeneity among older workers enhance the need for i-Deals

The rapid aging of the workforce throughout the Western world and parts of Asia, including Japan and China, poses many challenges on contemporary organizations (European Commission, 2010 ; Wang & Shultz, 2010 ). The Babyboom generation, consisting of workers born between 1945 and 1965, constitutes a large part of the current workforce. Due to decreased fertility rates, there are fewer younger workers entering the labor market, as a consequence of which the percentage of older workers is rapidly increasing (Truxillo & Fraccaroli, 2013 ). Consequently, organizations are increasingly aware that the employee population is changing, and that strategies to employ, motivate, and retain workers have to be adapted accordingly. It is no longer suffi cient for organizations to focus on employing younger workers (e.g., through designing traineeships for graduates), because the infl ux of younger workers in the labor market is stagnating, which is in particular present in certain sectors, such as technical occupations and health care (Polat, Bal, & Jansen, 2012 ). Hence, organizations increasingly will have to rely on older workers, and try to retain older workers, and motivate them to stay longer in the workforce. Similarly, governments across Europe are also increasing offi cial retirement ages, and making it fi nancially less attractive for older workers to retire early (European Commission)

LeverAge: a European network to leverage the multi-age workforce

Bringing together 150+ scholars and practitioners from 50+ countries, and funded by the European Commission, COST Action LeverAge (https:// www.cost.eu/actions/CA22120/) is the first network-building project of its kind in the work and organizational psychology and human resource management (WOP/HRM) aspects of work and aging. Focused on the aging workforce, the Action aims to foster interdisciplinary and multinational scientific excellence and the translation of science to practical and societal impact across 4 years. Based on a research synthesis, we identify five broad research directions for work and aging science including work and organizational practices for a multi-age workforce, successful aging at work, the integration of age-diverse workers and knowledge transfer, aging and technology at work, and career development in later life and retirement. We provide key research questions to guide scientific inquiry along these five research directions alongside best practice recommendations to expand scholarly impact in WOP/HRM

Challenges in the New Economy: A New Era for Work Design

Models of work design emerged in the twentieth century to address workplace changes created by the industrial revolution. However, the world of work is currently undergoing a new, profound revolution in terms of technological, demographic, and environmental changes, leading to a new economy, within which organizations and employees must function. The field of work design currently includes robust theories with a deep understanding of how work design affects employee outcomes, many with relevance to this new economy. However, the new economy also includes issues never before considered (e.g., algorithmic management and gig and lone work), and the field of work design must tackle the implications of these emerging issues. In this article, we review the general findings on work design and then examine a range of contextual, economic, technological, and diversity issues and their relevance to work design. We conclude with an agenda for future work design research and implications for work analysis and work design interventions and policies

Older workers and sustainable late careers: Job characteristic effects

Recent demographic changes are heavily influencing workforce composition, challenging older people to be more flexible in terms of postponing their retirement. Moreover, career paths have changed dramatically over recent decades, and late-career workers need to take responsibility for the nature and course of their careers. Numerous processes and factors can lead individuals to efficient and satisfying adjustments to aging-related changes, promoting successful aging at work. However, there is little empirical and theoretical work on factors that affect late career outcomes, and with the aging of the workforce we need a deeper understanding of these aspects. This chapter gives a contribution in this direction. We describe the socio-demographic changes that drive the need for higher and more flexible participation of older workers in the job market, and a redefinition of the career path during the worker lifespan. Theories related to careers of older workers are considered, followed by an examination of different factors that can play an important role in late career paths. In particular, we illustrate the role of job characteristics and related organizational interventions that can reinforce the creation of more sustainable careers for the older workforce

Psicologia del lavoro e delle organizzazioni

Non sarebbe bello capire come le persone si comportano sul lavoro, cosa spiega le loro prestazioni lavorative, come si sentono a riguardo e come tutto ci\uf2 pu\uf2 influire sulla loro vita non lavorativa? Questo \ue8 l'obiettivo della psicologia del lavoro e delle organizzazioni. Nello specifico, la psicologia del lavoro \ue8 una specializzazione incentrata sull'applicazione dei principi psicologici nel tentativo di comprendere le persone al lavoro. Nel corso del libro, questo ci porta a considerare diversi aspetti, a partire da come meglio individuare una buona corrispondenza tra persone e lavoro attraverso le procedure d'assunzione, come formare e valutare i lavoratori, come motivare le persone sul lavoro e come farle sentire soddisfatte. Inoltre si esamina come il lavoro condizioni la vita extra-lavorativa delle persone e cosa i datori di lavoro possono fare per mantenere i lavoratori sani, produttivi e soddisfatti. In altre parole, se volete sapere cosa rende le persone felici e produttive sul lavoro, questo \ue8 il libro che fa per voi