Organisational Measures and Strategies for a Healthy and Sustainable Extended Working Life and Employability—A Deductive Content Analysis with Data Including Employees, First Line Managers, Trade Union Representatives and HR-Practitioners

Nilsson, Kerstin; Nilsson, Emma

doi:10.3390/ijerph18115626

Cited by 19 publications

(104 citation statements)

References 30 publications

(74 reference statements)

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“…There are some areas that determine whether individuals can versus want to work respectively. Furthermore, these determinant areas are important to the individual's retirement and retirement planning [1,2,[14][15][16]19]. In an organisation or enterprise, it is mainly the manager who makes decisions regarding these determinant areas.…”

Section: Discussionmentioning

confidence: 99%

“…Retirement is a valid and socially acceptable way for an employee to withdraw from working life, e.g., from a physically and mentally demanding work situation, depending on whether their personal financial situation will be sufficient with a pension, whether they do not want to continue working due to the social situation and environment in the workplace, their skills not being utilized in the work tasks or that they do not experience motivation and stimulation in their work tasks [1,2]. However, the proportion of senior citizens is continuously increasing in most of the industrial world [3].…”

Section: Introductionmentioning

confidence: 99%

“…Previous research states that some managers hold negative attitudes towards their senior employees and identify age discrimination [1,7,[13][14][15][16][17]. Furthermore, there is published research identifying nine determinant areas connected to employability and whether individuals work or not [1,2,. These nine areas are also described in the theoretical swAge-model (sustainable working life for all ages) [1] and are: (1) self-rated health and diagnoses;…”

Section: Introductionmentioning

confidence: 99%

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Can They Stay or Will They Go? A Cross Sectional Study of Managers’ Attitudes towards Their Senior Employees

Nilsson

2022

IJERPH

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A larger amount of older people need to participate in working life due to the global demographic change. It is the employer, through the manager, who enables employees to have access to measures in the workplace that facilitate and enable a sustainable extended working life. The aim of this study was to evaluate work life factors associated with managers believing their employees can work versus wanting to work until age 65 or older. This cross-sectional study included 249 managers in the Swedish municipality sector. Logistic regression analysis was used to investigate associations between different univariate estimates and in data modelling using the SwAge-model. The result stated that 79% of managers believed their employees ‘can’ work and 58% of managers believed their employees ‘want to’ work until age 65 or older. Health, physical work environment, skills and competence are associated the strongest to managers believing employees ‘can’ work until age 65 or older. Insufficient social support at work and lacking possibilities for relocations associated the strongest to managers believing employees would not ‘want to’ work until age 65 or older. Though, several countries (especially in Europe) have included in their social policy measures that retirement age be increased after 65, proposing ages approaching 70. When these proposals become laws, through obligation, people will have no choice (if they want to or if they can continue working). However, people’s attitudes to work may be different (especially after the COVID-19 pandemic), and this analysis of the participating managers’ attitudes showed there is a difference between why employees ‘can’ versus ‘want’ to work respectively. Therefore, different strategies may be needed to contribute to employees both being able to and willing to participate in working life until an older age. These findings on managers’ perspectives, regarding whether they believe employees would be able to versus would want to work and the SwAge-model, will hopefully contribute to an increased understanding of organisational actions and measures in the process of creating a sustainable extended working life and to increase senior employees’ employability.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Can They Stay or Will They Go? A Cross Sectional Study of Managers’ Attitudes towards Their Senior Employees

Nilsson

2022

IJERPH

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“…Previous research has identified some of the most relevant ones; thus, for example, for personal resources, perceived health (e.g., Brokerhof et al, 2020;Brouwers et al, 2015;Fleuren et al, 2018a;van Gorp et al, 2018) and vitality (e.g., van Holland et al, 2018). In the case of external resources, research has often included social support at work (e.g., Hansen et al, 2020;Koolhaas et al, 2015;Nilsson & Nilsson, 2021) and work organization factors (e.g., Houkes et al, 2020;Tonnon et al, 2017;van de Ven et al, 2014). However, sufficient consistency between studies is not appreciated, so it would be advisable to identify the most relevant ones grouped by dimensions.…”

Section: Individual Se and Contextual Sementioning

confidence: 99%

Sustainable Employability in the Mid and Late Career: An Integrative Review

Hera

Mazzetti

Vignoli

2021

Revista De Psicología Del Trabajo Y De Las Organizaciones

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In the last decade, interest in investigating the sustainable employability (SE) of older workers has gained ground, generating a significant number of theoretical and empirical contributions. However, the construct of SE lacks a definition accepted by the scientific community and unified measurement criteria, which has led to results that, so far, do not allow us to draw solid conclusions on its relevance. The aim of this integrative review is twofold. Firstly, we review the theoretical formulations and definitions proposed, as well as the main empirical results of the studies and interventions on SE. Our review includes 31 studies (26 empirical and five theoretical; total sample size N = 33,368). Secondly, proposals and suggestions are offered aimed at integrating the previous results and advancing in the definition, operationalization, and measurement of SE, with the ultimate goal of increasing its value for future research in the mid-and late-career domain.

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“…Thus, a life-course perspective with measures for a sustainable working life with possibilities for, for example, social participation, is important. A starting point for such a measure could be the theoretical swAge-model [65,66], focusing measurements on health effects associated with working environment, for personal financial security, for social inclusion and social support in the work situation, and for creativity and intrinsic work motivation [67]. A supportive work environment with an organization that encourage employees to participate in decision making, i.e., high control, are vital for a sustainable working life.…”

Section: Possible Implicationsmentioning

confidence: 99%

Psychosocial Working Conditions and Social Participation. A 10-Year Follow-Up of Senior Workers

Hovbrandt

Östergren

Canivet

et al. 2021

IJERPH

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Social participation is important for health, and it is well known that high strain jobs impact negatively on mental and physical health. However, knowledge about the impact of psychosocial working conditions on social participation from a long-term perspective is lacking. The purpose of this study was to investigate the associations between different job types and social participation from a long-term perspective. A comprehensive public health questionnaire “The Scania Public Health Survey”, was used, and psychosocial working conditions were measured with a Swedish translation of the Job Content Questionnaire. Based on data from 1098 working respondents aged 55 at baseline and a 10-year follow-up when the respondents were not working, the analyses revealed that social participation varied by job type. Jobs with high decision latitude, as in active and relaxed jobs, seem to predict high social participation, even after cessation of employment. Besides that, the result suggests that high social participation during working life is a predictor of high social participation from a long-term perspective which promotes healthy aging. Incentives for working longer are strongly related to good working conditions. A supportive work environment with possibilities for employees to participate in decision making, i.e., high control, is vital for a sustainable working life. This may contribute to an extended working life and may also support social participation prior to retirement as well as after retirement and thus to healthy aging.

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Organisational Measures and Strategies for a Healthy and Sustainable Extended Working Life and Employability—A Deductive Content Analysis with Data Including Employees, First Line Managers, Trade Union Representatives and HR-Practitioners

Cited by 19 publications

References 30 publications

Can They Stay or Will They Go? A Cross Sectional Study of Managers’ Attitudes towards Their Senior Employees

Can They Stay or Will They Go? A Cross Sectional Study of Managers’ Attitudes towards Their Senior Employees

Sustainable Employability in the Mid and Late Career: An Integrative Review

Psychosocial Working Conditions and Social Participation. A 10-Year Follow-Up of Senior Workers

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