Explaining Age Differences in the Motivating Potential of Intergenerational Contact at Work

Abstract

Understanding the effects of intergenerational contact at work is important given aging and increasingly age-diverse workforces. The aim of this research was to better understand who derives motivational benefits from intergenerational contact, and the processes by which this occurs. To do so, we adopted a motivational lens grounded in need-based theories of work motivation and lifespan development theory. We argue that the motivating effect of intergenerational contact on work engagement via sense of belonging is more pronounced for older compared with younger employees due to changes in goal priorities across the lifespan. Specifically, we posit the generativity motive and perceived remaining time at work as lifespan-related mechanisms that explain the moderating effects of age on the links between intergenerational contact and work engagement. In Study 1, a laboratory experiment with 45 younger and 45 older participants in Switzerland, we found support for a causal effect of intergenerational contact on sense of belonging. In Study 2, a three-wave field study with 560 employees in Germany, we found that sense of belonging mediated the relation between intergenerational contact and work engagement. Furthermore, perceived remaining time at work explained the moderating effect of age on the link between sense of belonging and work engagement. By highlighting age differences in the motivating potential of intergenerational contact, we advance research on intergroup contact, employee motivation, and workforce aging.

Age and sickness absence: Testing physical health issues and work engagement as countervailing mechanisms in a cross‐national context

“…For example, age‐sensitive HR practices, such as flexible work arrangements and exemption from overtime (Allen et al, 2021; Shao et al., 2021), may be particularly promising in satisfying the needs of older workers and assuring their ability to attend and perform work. Moreover, in light of the age‐associated health decline and motivational benefits, promoting an age‐inclusive climate (Boehm et al., 2021; Li et al., 2021; Rudolph & Zacher, 2021) and promoting inter‐generational work collaboration (Burmeister et al., 2020, 2021) may leverage the advantages of employees at all ages.…”

Does generativity matter? A meta-analysis on individual work outcomes

“…De Lange et al ( 2010 ), Kooij et al ( 2013a ), and Burmeister et al ( 2021 ) found that generativity is positively related to work engagement. Employees feel more connected and closer to each other due to the unique nature of intergenerational contact (Burmeister et al 2021 ).…”

“…De Lange et al ( 2010 ), Kooij et al ( 2013a ), and Burmeister et al ( 2021 ) found that generativity is positively related to work engagement. Employees feel more connected and closer to each other due to the unique nature of intergenerational contact (Burmeister et al 2021 ). As Ding and Schuett ( 2020 ) found generativity also has a positive effect on volunteers—the higher the generativity level, the higher their motivations, satisfaction, and commitment.…”

“…In the study by Brougham and Walsh ( 2009 ), both early and late retirees believed that generativity goals were more attainable for those who continued to work than for those who chose retirement. Mansour and Tremblay ( 2019 ) concluded that retirement preparation (also understood as remaining time at work—Burmeister et al ( 2021 )) was unrelated to generativity. Arnold and Clark ( 2016 ), in turn, showed that a forward momentum career orientation was positively correlated with generativity and that maintaining a career outlook may stifle generativity rather than encourage it.…”

Why do or don't older employees seek knowledge from younger colleagues? A relation–opportunity model to explain how age‐inclusive human resources practices foster older employees' knowledge seeking from younger colleagues

“…Second, when an older employee experiences positive interactions with younger colleagues at work, this makes the former's job more interesting and enjoyable. In contrast to negative relationships at work, which prompt an avoidance reaction that discourages individuals from searching for new information (Yang & Kahlor, 2013), positive relationships prompt an approach reaction that fosters the exploration of new development opportunities and makes older employees less concerned about performance deficiencies and more engaged at and with their work (Abrams, Eller, & Bryant, 2006; Burmeister, Hirschi, et al, 2021). To summarise, we propose that age‐inclusive HR practices improve older employees' contact quality with their younger colleagues, which, in turn, increases the former's motivation to expand their knowledge and skills at work:Hypothesis Age‐inclusive HR practices have a positive indirect relation with older employees' development striving via their contact quality with younger colleagues.…”