Engaging older workers: the role of a supportive psychological climate

Abstract

PurposeThe purpose of this study is to investigate if a supportive psychological climate specifically aimed at older workers (i.e. employee perceptions that the organization supports and activates older workers) will result in higher levels of older workers' vitality and dedication mediated through increased levels of older workers' perceived organizational support (POS).Design/methodology/approachThe authors conducted a two-wave survey study among 209 older university employees (aged above 45 years) using structural equation modeling.FindingsThe results revealed that a change in supportive psychological climate is positively associated with a change in vitality and dedication, which was mediated by a change in POS.Practical implicationsSince workforces are aging around the world, one of the most pressing challenges for human resource managers is to find effective strategies to encourage older workers to remain engaged and active members of the workforce for as long as possible. In this study, the authors demonstrate that a supportive psychological climate for older workers is particular important in this regard.Originality/valueThe main contribution of this study is that it identifies the important role of a supportive psychological climate for older workers in predicting older workers engagement i.e. vitality and dedication, while also shedding light on the underlying mechanisms involved.

The SEM Model of Better Workers’ Life in Companies

“…Despite the problems associated with the age and aging of the population, few companies are aware of the need to develop and implement management of elderly workers (Bentley et al, 2019). Rare companies have established goals, visions, and comprehensive management models for elderly workers (Kilroy et al, 2022). In most cases, they only approach each case's individual treatment only when problems are in sight (Oliveira, 2021).…”

“…They also do not place special emphasis on health and do not introduce various programs on health and sports activities that positively impact the health and well-being of the elderly (Zhang and Gibney, 2020). Often, elderly workers are faced with the dilemma of whether to stay in the company or leave, and employers do not look for creative ways to keep them in the company (Kilroy et al, 2022).…”

“…Demographic change and age diversity in the workplace bring new research questions (Aidukaite and Blaziene, 2021). From this perspective, the role of companies is becoming increasingly important to find ways for age-diverse workers that contribute to work engagement through different age groups (Kilroy et al, 2022). Uhunoma et al (2021) explain that work engagement depends on the type of individual work in the company.…”

“…The main reason for the lack of work engagement of elderly workers are employers. Thus, employers have the greatest impact on the level of work engagement among workers (Douglas and Roberts, 2020;Kilroy et al, 2022). The problem of non-engagement among workers is primarily in the attitude of managers towards elderly workers (Zhang and Farndale, 2022).…”

“…It covers creating an appropriate working environment for the elderly and, above all, the prevention of problems related to elderly workers. It focuses on the life expectancy of all age-diverse workers and is based on acting for the benefit of elderly workers and changing attitudes towards the elderly throughout the company (Kilroy et al, 2022;Yeung et al, 2021). Human resource management is a key element of all approaches to managing elderly workers and represents an appropriate response to the aging workforce's challenges, leading to higher work engagement among elderly workers (Douglas and Roberts, 2020;Oliveira, 2021).Work engagement is an essential factor in work satisfaction and motivation, well-being, and productivity of elderly workers.…”