Purpose -The purpose of this paper is to identify demographic and work-related antecedents of the motives that influence the decision of older workers to remain in the workforce. Design/methodology/approach -A cross-sectional study was conducted with three groups of respondents aged 50-70 years: those in their career job (n ¼ 395); those employed in a bridge job (n ¼ 195); and those who were self-employed (n ¼ 174). Findings -In general, the demographic variables (age, gender, marital status) predicted the financial motive for continuing to work whereas the work-related variables (work centrality, career satisfaction, and perceived contribution/perceived reward of owning one's own business) predicted the work fulfillment and generativity motives. However, the pattern of relationships differed across the three groups of older workers.Research limitations/implications -The three groups could not be directly compared because of differences in some of the measures. Only one variable, work centrality, was a significant predictor across all three groups, suggesting that instead of seeking to identify universal antecedents, the focus of future research should be on identifying antecedents specific to different groups of older workers. Practical implications -To promote the retention of older workers, policies, practices and programs should be customized to the different needs of career, bridge and self-employed individuals. Originality/value -Little research exists on the antecedents of older workers' motives for continuing to work. Prior research has either not differentiated among older workers or focused solely on one specific group of older workers.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The paper's aims is o explore the relationship between having a complete strategic focus and the extent of the internationalisation of university business schools and the level of desire for the future internationalisation and to further validate the model of internationalisation. Design/methodology/approach -Data were collected for business schools and business facilities using the Elkin, Devjee model of internationalisation concerning the current and desired levels of internationalisation of the business schools. In addition schools were asked six key questions about strategic focus. Findings -It was observed that those schools with complete strategic focus had higher levels of current internationalisation and greater aspirations for even higher levels of internationalisation than schools without a complete strategic focus. It was also found that there may be a connection between research intensity and internationalisation. Research limitations/implications -Future samples would be better to clearly separate whole universities and business schools and the role and status of respondents. Practical limitations -In order to be successful in internationalisation institutes need to develop a complete strategic focus. Originality/value -The use of the model of internationalisation was further validated and the model was used for the first time in conjunction with strategic focus to illustrate strategy in practice.
In this exploratory article we argue that changes in society, the nature of work and of the employment relationship have changed the nature of careers and consequently require a re‐conceptualization of the nature of career development. The traditional functional models of human resource management are hopelessly inadequate in addressing the changed reality of competitive advantage in business organizations of today. We propose new models of career development in the context of the era of the portfolio career reality, draw implications for human resource management practice and suggest fruitful avenues for future research.
If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.
Purpose -The workforce is aging in all industrialized nations and the retention of older workers will become one of the dominant issues in the coming decades. Training is an important component of retention and the availability of training is critical for retaining older workers. Design/methodology/approach -Studies conducted in 2001 and 2003 assessed the extent to which Canadian organizations are adapting their training practices to respond to the aging workforce. Human resource executives were asked the extent to which their organization was currently engaging in training practices targeting older managerial and professional employees. Findings -Organizations were most likely to be providing access to training and retraining, but fewer than 10 percent of the organizations in 2003 were highly engaged in doing this. Organizations were less likely to be adjusting training methods to accommodate the needs of older employees. There was little attempt to provide age awareness training to managers of older employees. Practical implications -The challenge for organizations will be to close the gaps that currently exist between the practices that are important in retaining older managerial and professional employees and the extent to which organizations are engaging in these practices. Ensuring access to training, customizing training methods, and providing age awareness training require immediate attention. Originality/value -Little research has been conducted on older workers in Canada. The findings raise some serious concerns about the response of Canadian organizations to the aging workforce and identify areas of training and development that need to be addressed.
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