Maintaining a focus on work-related opportunities at higher ages

Individuals with a strong focus on opportunities believe that they will have many new goals, plans, options, and possibilities in their personal future. This dissertation consists of four empirical studies that investigated which person- and context-related factors help individuals to maintain a focus on work-related opportunities, especially at higher ages. In addition, relationships between focus on opportunities and important work outcomes were examined. In Study 1, two dimensions of the concept of future time perspective were adapted to the occupational context: Perceptions of the length of personal remaining time at work and focus on opportunities at work. Relationships between these dimensions and age as well as two important work characteristics, job complexity and job control, were examined. Hierarchical moderated regression analyses and structural equation modeling of data collected from 176 employees of various occupations (mean age = 39 years, standard deviation = 13, range = 19 to 60 years) showed that age was negatively related to both remaining time and focus on opportunities. Job complexity and control were positively related to focus on opportunities and moderated the negative relationship between age and focus on opportunities, such that the relationship was weaker at high compared to low levels of job complexity and control. Study 2 investigated the interplay between age, job complexity, and the use of a successful aging strategy entitled selection, optimization, and compensation (SOC) in predicting focus on opportunities at work. First, it was expected that employees in high-complexity jobs are better able to maintain a focus on opportunities at higher ages than employees in low-complexity jobs. Second, it was expected that SOC strategy use is more strongly positively related to focus on opportunities in low-complexity jobs than in high-complexity jobs. Third, it was expected that employees in low-complexity jobs with high levels of SOC strategy use are better able to maintain a focus on opportunities at higher ages than employees in low-complexity jobs with low levels of SOC strategy use. Data were collected from 133 employees of one company (mean age = 38 years, standard deviation = 13, range = 16 to 65 years). Results of a hierarchical moderated regression analysis supported the three main assumptions. Study 3 investigated focus on opportunities as a mediator of the relationships between age and work performance and between job complexity and work performance. In addition, it was expected that job complexity buffers the negative relationship between age and focus on opportunities and moderates the negative and indirect effect of age on work performance (through focus on opportunities), such that the indirect effect is weaker for employees in high-complexity jobs than for employees in low-complexity jobs. Results of simple and moderated mediation analyses with data of 168 employees from 41 organizations (mean age = 40 years, standard deviation = 10, range = 19 to 64 years) and peer-ratings of work performance supported the assumptions for overall work performance as well as for more specific work performance dimensions (i.e., task, career, and citizenship performance). In Study 4, focus on opportunities was investigated as a mediator of the relationships between business owners’ age and venture growth and between mental health and venture growth. In addition, it was expected that mental health buffers the negative relationship between age and focus on opportunities and moderates the negative and indirect effect of age on venture growth (through focus on opportunities), such that the indirect effect is weaker for business owners high in mental health than for business owners low in mental health. Simple and moderated mediation analyses with data collected from 84 small business owners (mean age = 44 years, standard deviation = 10, range = 24 to 74 years) supported the assumptions. In conclusion, focus on opportunities at work is an important concept to better understand the role of age in the work context. Future research should conceptualize focus on opportunities as an aspect of older adults’ positive psychological capital and apply longitudinal designs.Personen mit einem hoch ausgeprägten "Fokus auf Möglichkeiten" (englisch focus on opportunities) erwarten, dass sie viele neue Ziele, Pläne, Optionen und Möglichkeiten in ihrer persönlichen Zukunft haben werden. Die vorliegende Dissertation enthält vier empirische Studien, in denen untersucht wurde, welche Personen- und Kontextfaktoren dazu beitragen, einen Fokus auf arbeitsbezogene Möglichkeiten, insbesondere mit zunehmendem Alter, aufrechtzuerhalten. Weiterhin wurden Zusammenhänge zwischen Fokus auf Möglichkeiten und wichtigen Erfolgsmaßen im Arbeitskontext untersucht. In Studie 1 wurden zwei Dimensionen des Konzepts der persönlichen Zukunftsperspektive auf den Arbeitskontext übertragen: die Wahrnehmung der Länge der persönlichen verbleibenden Zeit und Fokus auf Möglichkeiten im Arbeitskontext. Die Zusammenhänge zwischen diesen beiden Dimensionen und Alter sowie zwei wichtigen Arbeitsmerkmalen, Arbeitskomplexität und Handlungsspielraum, wurden untersucht. Hierarchisch moderierte Regressionsanalysen und ein Strukturgleichungsmodell mit Daten von 176 Erwerbstätigen aus verschiedenen Berufen (mittleres Alter = 39 Jahre, Standardabweichung = 13, Altersspanne = 19 bis 60 Jahre) zeigten, dass das Alter negativ mit verbleibender Zeit und Fokus auf Möglichkeiten zusammenhing. Arbeitskomplexität und Handlungsspielraum hingen positiv mit Fokus auf Möglichkeiten zusammen und moderierten den negativen Zusammenhang zwischen Alter und Fokus auf Möglichkeiten. Der Zusammenhang fiel schwächer bei hoher Arbeitskomplexität und hohem Handlungsspielraum aus als bei geringer Arbeitskomplexität und geringem Handlungsspielraum. Studie 2 untersuchte das Zusammenspiel zwischen Alter, Arbeitskomplexität und der Nutzung einer Strategie erfolgreichen Alterns – Selektion, Optimierung und Kompensation (SOK) – hinsichtlich der Vorhersage von Fokus auf Möglichkeiten im Arbeitskontext. Erstens wurde erwartet, dass Erwerbstätige in komplexen Tätigkeiten besser einen Fokus auf Möglichkeiten mit zunehmendem Alter aufrechterhalten können als Erwerbstätige in weniger komplexen Tätigkeiten. Zweitens wurde erwartet, dass die Nutzung der SOK-Strategie stärker positiv mit Fokus auf Möglichkeiten in weniger komplexen Tätigkeiten zusammenhängt als in komplexen Tätigkeiten. Drittens wurde erwartet, dass Erwerbstätige in weniger komplexen Tätigkeiten mit hoher SOK-Strategie-Nutzung eher einen Fokus auf Möglichkeiten mit zunehmendem Alter aufrechterhalten können als Erwerbstätige in weniger komplexen Tätigen mit geringer SOK-Strategie-Nutzung. Die Daten wurden von 133 Mitarbeitern eines Unternehmens (mittleres Alter = 38 Jahre, Standardabweichung = 13, Altersspanne = 16 bis 65 Jahre) erhoben. Die Ergebnisse einer hierarchisch moderierten Regressionsanalyse bestätigten die drei Hauptannahmen. Studie 3 untersuchte Fokus auf Möglichkeiten als Mediator in den Beziehungen zwischen Alter und Arbeitsleistung sowie zwischen Arbeitskomplexität und Arbeitsleistung. Außerdem wurde erwartet, dass Arbeitskomplexität den negativen Zusammenhang zwischen Alter und Fokus auf Möglichkeiten abpuffert sowie den negativen und indirekten Effekt von Alter auf Arbeitsleistung (über Fokus auf Möglichkeiten) moderiert, so dass der indirekte Effekt schwächer für Erwerbstätige in Tätigkeiten mit hoher Arbeitskomplexität als für Erwerbstätige in Tätigkeiten mit geringer Arbeitskomplexität ausfällt. Die Ergebnisse einfacher und moderierter Mediationsanalysen mit Daten von 168 Erwerbstätigen aus 41 Organisationen (mittleres Alter = 40 Jahre, Standardabweichung = 10, Altersspanne = 19 bis 64 Jahre) und Kollegeneinschätzungen von Arbeitsleistung bestätigten die Annahmen für allgemeine Arbeitsleistung sowie für spezifischere Arbeitsleistungsdimensionen (Aufgabenleistung, Karriereleistung, und besonderes Engagement für die Organisation). In Studie 4 wurde Fokus auf Möglichkeiten als Mediator in den Beziehungen zwischen dem Alter von Kleinunternehmern und Unternehmenswachstum sowie zwischen psychischer Gesundheit und Unternehmenswachstum untersucht. Außerdem wurde erwartet, dass psychische Gesundheit den negativen Zusammenhang zwischen Alter und Fokus auf Möglichkeiten abpuffert sowie den negativen und indirekten Effekt von Alter auf Unternehmenswachstum (durch Fokus auf Möglichkeiten) moderiert, so dass der indirekte Effekt schwächer ausfällt für Kleinunternehmer mit hoher psychischer Gesundheit als für Kleinunternehmer mit geringer psychischer Gesundheit. Einfache und moderierte Mediationsanalysen mit Daten von 84 Kleinunternehmern (mittleres Alter = 44 Jahre, Standardabweichung = 10, Altersspanne = 24 bis 74 Jahre) erbrachten Unterstützung für die Annahmen. Zusammengefasst stellt Fokus auf Möglichkeiten ein wichtiges Konzept dar, um die Rolle des Alters im Arbeitskontext besser zu verstehen. Zukünftige Forschung sollte Fokus auf Möglichkeiten als einen Aspekt positiven psychologischen Kapitals älterer Erwerbstätiger konzeptualisieren und Längsschnittsdesigns anwenden

Work Characteristics and Occupational Well-Being: The Role of Age

Based on a lifespan perspective on work design, person-environment interaction and fit theories, models of successful aging at work, and role theory, we review research on the role of worker age in relationships between work characteristics and occupational well-being. We first focus on interaction effects of work characteristics and age on occupational well-being. Research has found that age can moderate associations between work characteristics and occupational well-being indicators, and that work characteristics can moderate associations between age and occupational well-being indicators. Next, we describe research showing that work characteristics can mediate associations between age and occupational well-being indicators. The relationships of age with specific work characteristics and occupational well-being indicators can be linear or non-linear. We conclude our literature review by discussing implications for future research

Do We Have a Match? Assessing the Role of Community in Coworking Spaces Based on a Person-Environment Fit Framework

As working arrangements become more flexible and many people work remotely, the risk of social isolation rises. Coworking spaces try to prevent this by offering not only a workplace, but also a community. Adopting a person-environment fit perspective, we examined how the congruence between workers’ needs and supplies by coworking spaces relate to job satisfaction and intent to leave. We identified five needs (i.e., community, collaboration, amenities, location, and cost), of which community was expected to be the central need. An online questionnaire was distributed among coworkers in Germany and Austria, resulting in a sample of 181 coworkers. Results showed that needs-supplies fit regarding community was related to job satisfaction and intent to leave in coworking spaces. Findings for the other needs, however, did not show that congruence is associated with outcomes. Overall, the findings highlight the importance of community fit in coworking and offer insights for workers and entrepreneurs in this area

Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources

Researching employee experiences and behavior in times of crisis: Theoretical and methodological considerations and implications for human resource management

Over the past 2 years, numerous empirical studies in the fields of human resource management, organizational behavior, and industrial, work, and organizational psychology have investigated employee experiences and behavior during the COVID-19 pandemic. The goal of this paper is to take a step back and to outline several theoretical and methodological considerations when researching employee experiences and behavior in times of crisis more generally. These insights may be useful when developing conceptual models, designing empirical studies, and managing people in the context of future crises. We first review theoretical approaches that could be applied to explain changes in employee experiences and behavior in times of crisis, including stress theories, theories of adjustment to work-related changes, career construction theory, event system theory, transition-adaptation theories, the crisis management and resilience framework, and the social identity model of identity change. Second, we outline methodological considerations and best practices regarding the research design of quantitative empirical studies, sampling, measurement, and analytic strategies. Throughout, we highlight empirical studies on employee experiences and behavior during the COVID-19 pandemic that have adopted these theoretical approaches and methodological best practices. We conclude with several suggestions for future theory development and empirical studies on employee experiences and behavior as well as human resource management in times of crisis

Workforce Agility: Development and Validation of a Multidimensional Measure

The concept of workforce agility has become increasingly popular in recent years as agile individuals are expected to be better able to handle change and uncertainty. However, agility has rarely been studied in a systematic way. Relations between agility and positive work outcomes, such as higher performance or increased well-being, have often been suggested but rarely been empirically tested. Furthermore, several different workforce agility measures are used in the literature which complicates the comparison of findings. Recognizing these gaps in the literature, we developed a new workforce agility measure, compared this measure to established workforce agility measures, and empirically tested the relations of workforce agility with work outcomes. For this purpose, we surveyed participants from two samples (N1 = 218, N2 = 533). In a first step, we used Sample 1 to examine the factor structure of the measure for item selection. In a second step, we used Sample 2 to confirm the 10-factor structure and to compare the predictive validity of our measure along with two other agility measures. Findings demonstrate predictive validity for all three workforce agility scales, especially in relation to innovative performance. Furthermore, workforce agility related positively to task and innovative performance, organizational citizenship behavior, job satisfaction, and well-being

Daily Use of Energy Management Strategies and Occupational Well-being:The Moderating Role of Job Demands

We examine the relationships among employees’ use of energy management strategies and two occupational well-being outcomes: job satisfaction and emotional exhaustion. Based on conservation of resources theory, it was hypothesized that employees with high job demands would benefit more from using energy management strategies (i.e., including prosocial, organizing, and meaning-related strategies), compared to employees with low job demands. We tested this proposition using a quantitative diary study. Fifty-four employees provided data twice daily across one work week (on average, 7 daily entries). Supporting the hypotheses, prosocial energy management was positively related to job satisfaction. Moreover, employees with high job demands were less emotionally exhausted when using prosocial strategies. Contrary to predictions, when using organizing strategies, employees with low job demands had higher job satisfaction and lower emotional exhaustion. Under high job demands, greater use of organizing strategies was associated with lower job satisfaction and higher emotional exhaustion. Finally, use of meaning-related strategies was associated with higher emotional exhaustion when job demands were low. With this research, we position energy management as part of a resource investment process aimed at maintaining and improving occupational well-being. Our findings show that this resource investment will be more or less effective depending on the type of strategy used and the existing drain on resources (i.e., job demands). This is the first study to examine momentary effects of distinct types of work-related energy management strategies on occupational well-being

Future Time Perspective in the Work Context: A Systematic Review of Quantitative Studies

A core construct in the lifespan theory of socioemotional selectivity, future time perspective (FTP) refers to individuals’ perceptions of their remaining time in life. Its adaptation to the work context, occupational future time perspective (OFTP), entails workers’ perceptions of remaining time and opportunities in their careers. Over the past decade, several quantitative studies have investigated antecedents and consequences of general FTP and OFTP in the work context (i.e., FTP at work). We systematically review and critically discuss this literature on general FTP (k = 17 studies) and OFTP (k = 16 studies) and highlight implications for future research and practice. Results of our systematic review show that, in addition to its strong negative relationship with age, FTP at work is also associated with other individual (e.g., personality traits) and contextual variables (e.g., job characteristics). Moreover, FTP at work has been shown to mediate and moderate relationships of individual and contextual antecedents with occupational well-being, as well as motivational and behavioral outcomes. As a whole, findings suggest that FTP at work is an important variable in the field of work and aging, and that future research should improve the ways in which FTP at work is measured and results on FTP at work are reported

Relationships between ICT Use for Task and Social Functions, Work Characteristics, and Employee Task Proficiency and Job Satisfaction: Does Age Matter?

Digitalization and demographic change represent two megatrends that impact organizations and workplaces around the globe. Rapid developments in information and communication technology (ICT) are fundamentally changing the ways in which work is conducted. At the same time, workforces are becoming increasingly older and age diverse. Integrating the model of workplace ICT use and work design with socioemotional selectivity theory from the lifespan development literature, we investigate employee age as a moderator of the indirect and total effects of ICT use for task and social functions on self-rated task proficiency and job satisfaction. As potential mediators, we focus on three job-related resources: job autonomy, team cohesion, and task significance. Data were collected from 1761 employees at three measurement points across two months. The results showed that ICT use for task and social functions were not significantly associated with job autonomy, team cohesion, task significance, task proficiency, and job satisfaction, while controlling for baseline levels of these mediator and outcome variables. Job autonomy was negatively related to task proficiency, and team cohesion was positively related, whereas both job autonomy and team cohesion were positively related to job satisfaction. Contrary to expectations, age did not moderate the indirect and total effects of ICT use for task and social functions on task proficiency and job satisfaction. We discuss the implications of our findings for future research and practice regarding ICT use and age in the work context

All set in stone? How essentialist beliefs about aging affect older workers' motivation to continue working beyond retirement age

Although population aging requires that employees increasingly work beyond traditional retirement ages, negative age stereotypes often portray older workers as unwilling or unable to work longer. However, recent lifespan developmental research suggests that there are significant individual differences in how fixed versus malleable people perceive the aging process possibly affecting how they envision their occupational future. We develop and test a theoretical model on the role of essentialist beliefs about aging (i.e., the extent to which people believe that aging is an immutable, genetically determined process) in shaping occupational future time perspective and, in turn, motivation to continue working beyond retirement age. Specifically, we hypothesized that older workers (40–65 years) who more strongly endorse essentialist beliefs about aging will be less motivated to continue working beyond retirement age, because they have a more constrained occupational future time perspective. On the basis of a three-wave study (N = 617) and an experiment (N = 358), we find evidence for our proposed indirect effect model, above and beyond previously established control variables (e.g., age, income, health, and age stereotypes). Our findings advance theorizing on work motivation in later adulthood and have important organizational implications in the context of demographic change