Adult Training as a Quality Factor in Work Trajectory: Positive Effects of Adult Training on Seniority and Ageing at Work

Abstract

Adult training is a fundamental strategy for the improvement of workers’ skills and employability. However, as workers age and remain in the same company, the risk of losing motivation for learning may grow. In a sample of 1,452 workers from 17 Spanish companies, we analyzed to what extent the training factor increases their quality of employment and the assessment they make of their organization, despite the negative effect of the passing of time. To do so, we implemented a structural equation model that considered the effects of the variables “seniority in the company” and “training” on quality of employment. We tested this model through multigroup analysis by differentiating between workers aged under 50 and those aged 50 years and older, showing that the positive effect of training is stronger in older workers and reduces the negative effect of seniority in the company for those aged under 50.

Ageism directed at older nurses in their workplace: A systematic review

“…These findings indicate supporting older nurses' continuation of practice requires strategies at personal, interpersonal and organisational levels. We also identified that the impacts of ageism in older nurses' practice settings are multifaceted since it has effects on older nurses' emotional well-being, relationships with co-workers and retention (Bilinska et al, 2016;Cadiz, 2010;Walker & Clendon, 2013) (Franz, 2023;Marcaletti et al, 2023;Nedeljko et al, 2023;von Humboldt et al, 2023von Humboldt et al, et al, 2023. For example, Marcaletti et al (2023)…”

“…The global report on ageism (WHO, 2021) recommends combating ageism through policies and laws, educational activities and intergenerational interventions. Although there is limited research on organisational support aimed at addressing ageism in older nurses' practice settings, studies in other disciplines show the importance of organisational policies and practices that promote age diversity and inclusivity as well as the provision of training and development opportunities for older workers (Franz, 2023; Marcaletti et al., 2023; Nedeljko et al., 2023; von Humboldt et al., 2023 et al., 2023). For example, Marcaletti et al.…”

“…For example, Marcaletti et al. (2023) found that older workers were more likely to continue working when they received organisational support, such as flexible working arrangements and access to training and development programmes. Nedeljko et al.…”

Does the Faculty’s Perception of Gender Discrimination Relate to Its Assessment of Organizational Democracy in the University?

“…On the other hand, the lower organizational democracy perceived by academics with greater seniority in the institution could be related to the deterioration of their perception of quality in their workplace [78] or to the existing pressure from younger academics to abandon the seniority principle and move toward academic ranking systems based on the merit principle [79]. Older professors with higher academic ranks have proven to be more resistant to change, and professors with less seniority in higher education institutions (<10 years) are more prone to decision-making deprivation than their senior peers (>20 years), which impacts organizational effectiveness [80].…”