Attitudes toward elderly workers and perceptions of integrated age management practices

Blomé, Mikael; Borell, Jonas; Håkansson, Carita; Nilsson, Kerstin

doi:10.1080/10803548.2018.1514135

Cited by 27 publications

(31 citation statements)

References 27 publications

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“…The Nordic welfare states have been described as some of the world's most generous (Esping-Andersen 1990), and Salomon makes the claim that attitudes towards older workers seem to be more positive in the Nordic countries 'compared with several countries in Southern and Eastern Europe ' (2012, p. 2). In both the Nordic and other countries however, managers seem reluctant to hire applicants in their late 50s (Blomé et al 2018;Conen et al 2012;Solem 2016).…”

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confidence: 99%

Workplace Perceptions of Older Workers and Implications for Job Retention

Frøyland

Terjesen

2020

NJWLS

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Older workers’ opportunities for late careers are influenced by employer attitudes and willingness. Nordic managers seem unwilling to hire and retain older persons. In this article, we explore Norwegian workplace perceptions of older workers and the way they are positioned at the workplace.We base this article on qualitative interviews with managers and both union and HR-representatives from 19 companies. Previous research has linked this unwillingness to stereotypes and ageism among employers. We find that the perceptions of older workers do not rest only on stereotypes and ageism, but also on concrete experiences of older workers and processes or mechanisms of positioning and polarization that sometimes occur within the workplace. These actors perceive older workers as a heterogeneous group. We argue that these perceptions may lead to ambivalence towards older workers as a group, and in how to handle them individually. Qualified and available support and flexible strategies are needed.

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confidence: 99%

Workplace Perceptions of Older Workers and Implications for Job Retention

Frøyland

Terjesen

2020

NJWLS

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“…Age management can play its role both for individuals, organisations and the state as stakeholders, as confirmed by [78,79]. In accordance with the results of [73,74,[76][77][78]80] it is necessary to transform both system of education and retraining and, at the same time, to transform the approach of age management to age 50+ employees at the organisation level. Author [81] states that care for sustainability of older workers, which was stressed by [77], is needed because unrealised, deliberate and emerging strategies according to [81,82] are performed by age managements such.…”

Section: Discussionmentioning

confidence: 60%

“…An examination of the interdependence of the relationship between access to education, educational objectives, educational structure and increasing age of workers confirmed that older workers have a stronger and more positive attitude towards their development [75]. The study of [76] focuses on older workers' access to workload and their work situation across different sectors. The aim of the research was primarily to describe the perception and attitudes of organisations to prolong working life.…”

Section: Discussionmentioning

confidence: 99%

“…The results confirmed the overall need to develop strategies to strengthen sustainable age management in the organisational structure. Furthermore, research [76] identified three areas that shed light on the approach and perception of the integration of age management into the organisation's structure: modern policies, approaches and practices in the working environment, social participation and experienced management and mentoring. These areas form the basis of good approach to the integrity of age management in the organisation's strategy [76].…”

Section: Discussionmentioning

confidence: 99%

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Impact of Age Management on Sustainability in Czech Organisations

et al. 2020

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Age management is becoming an increasingly important part of strategic human resources management practices and can ultimately lead to a competitive advantage. Research results confirmed that a strategic focus on the efficient use of all age categories of employees yields retention, the successful achievement of organisation goals, development, and, ultimately, a competitive advantage. The aim of this article is to identify and evaluate approaches to age management practices in organisations in 1271 organisations in the Czech Republic. Quantitative research was carried out in selected organisations operating over a three-year period. Data was gathered from these organisations and evaluated using descriptive and multidimensional statistics. The results show that those organisations focusing on the application of age management practices achieved a competitive advantage regardless of size or sector of the organisation. Statistical analysis (χ2 test, Cramer’s V, factor analysis) on survey data shows that many of these organisations achieved significant perceived benefits from the application of age management. The approach to age management application varies in organisations depending on whether it is an internal branding of an employer or response to a crisis. Organisations either use of best practices to implement age management or it is a carefully planned process in advance. Follow-up research can focus on the use of age management in crisis management or employer branding. This study is a non-experimental quantitative correlation analysis utilising longitudinal empirical data.

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“…A good interplay between the worker and the working environment, taking the workers' capacities and the work requirements into account to attain a good balance between individual resources and work demands, is needed for sustainable employment (54). To meet real problems faced by workers and employers, positive examples must be emphasized and negative patterns decreased (52). Although age management is not aimed towards a certain age group, addressing the needs of ageing workers could help employers in the health care sector deal with the lack of skilled workers, and in turn receive more workers with better well-being, better work ability and possibly longer careers (33).…”

Section: Discussionmentioning

confidence: 99%

Work Motivation and Belief in One’s Capabilities to Continue Working Among Ageing Home Care Nurses: A Qualitative Study With a Mixed Methods Approach

Wallin

Fjellman‐Wiklund

Fagerström

2020

Preprint

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Background The need for home care services is increasing. Therefore, it is important to support an ageing home care workforce to remain in work for longer. Personal resources such as work motivation are important in maintaining home care services, and the belief in one’s capabilities contribute to work ability. Few studies have targeted the ageing workers’ personal resources to manage their final working years. This study explore ageing home care nurses’ (HCNs) experiences of what positively and negatively affects their work motivation, and their beliefs in their capabilities to work until the expected retirement age, and to what extent. Methods This qualitative study was part of a cross-sectional survey answered by ageing HCNs. In four open-ended questions, aspects regarding work motivation and beliefs in one’s own capabilities to continue working until the expected retirement age were asked. Data was analysed using manifest qualitative content analysis. Through a quantification of the qualitative data analysis, the quantifiable focus among the responses was explored. Results The open-ended questions yielded 2339 utterances from 235 HCNs. The categories that gathered the most utterances positively affecting work motivation were named “Work environment”, “Significance of work”, “Stimulating challenges”, and “External response”. Correspondingly, categories mainly negatively affected work motivation were, “Organizational work environment”, Time constraints”, “Job characteristics”, and “Work community”. Factors that mostly provided the belief in one’s own capability to continue working yielded the categories “Own health”, “Workplace resources”, “Meaning of the work”, and “Nature of the work”. “Health related decline”, “Multifaceted work”, “Organizational resources”, and “Work related strain” mainly negatively affected the belief in own capabilities. Ageing itself was not seen as a concern. Conclusions When the factors that concurrently affected work motivation and one’s belief to continue working were well-functioning, they positively affected both motivation and belief. When they were insufficient they negatively affected either or both motivation and/or belief. Through highlighting the positive aspects of home care nursing, both work motivation and the belief to continue working might be facilitated among ageing HCNs. Meaningfulness of work should be addressed, together with strengthening the work community, a supporting leadership and offering challenging but overcoming demands.

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Attitudes toward elderly workers and perceptions of integrated age management practices

Cited by 27 publications

References 27 publications

Workplace Perceptions of Older Workers and Implications for Job Retention

Workplace Perceptions of Older Workers and Implications for Job Retention

Impact of Age Management on Sustainability in Czech Organisations

Work Motivation and Belief in One’s Capabilities to Continue Working Among Ageing Home Care Nurses: A Qualitative Study With a Mixed Methods Approach

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