Perceived HRM practices, organizational commitment, and voluntary early retirement among late‐career managers

Herrbach, Olivier; Mignonac, Karim; Vandenberghe, Christian; Negrini, Alessia

doi:10.1002/hrm.20321

Cited by 133 publications

(126 citation statements)

References 73 publications

(129 reference statements)

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“…Such criticism has been empirically supported by Herrbach et al's (2009) work with French managers which argues against age-contingent HR practices, finding that older workers 'do not want to be treated according to their presumptive unique needs (p907), arguing that to do so risks reinforce negative age stereotypes, most of which lack empirical support (Ng and Feldman, 2008). Much of the practice-oriented literature (McNair et al, 2012) has worked hard to debunk negative stereotypes associated with older workers, thereby supporting a generic perspective to mainstreaming age management.…”

Section: Discussion and Hr/management Implicationsmentioning

confidence: 98%

Managing employees beyond age 65: from the margins to the mainstream?

Lain

Loretto

2016

Employee Relations

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Purpose: Against a backdrop of legislative and policy changes, this article assesses the extent to which the over-65 age-group is moving from the margins to the mainstream of UK employment. It aims to fill a gap in HR research and practice which, it is argued, has paid relatively little attention to the over-65s. Design:The analysis draws on three waves of the Labour Force Survey (2001, 2008 and 2014), to explore the extent to which organisational, occupational and sectoral marginalisation of the over65s has changed in the 21st Century. Overrepresentations of lower-level 'Lopaq' occupations reduced, and over-65s became more integrated across occupations and sectors. Research implications:More research is needed to understand the factors driving the steady move from the margins to the mainstream (for example, LFS does not measure pensions), and future research on the older workforce should automatically include workers in this age-group. Practical implications:The discussion considers the implications for managerial practice, in a context of increasingly age-diverse workforces.Originality/Value: This article addresses a gap in research into later-life working and also demonstrates the ways in which the nature of employment among the over-65s is changing, thereby challenging some of the assumptions about those who work into later life and how they are -or should be-managed.

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Section: Discussion and Hr/management Implicationsmentioning

confidence: 98%

Managing employees beyond age 65: from the margins to the mainstream?

Lain

Loretto

2016

Employee Relations

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“…Besides this, skills and knowledge may influence early retirement. Provision of and participation in education and training was associated with a reduced intention to retire early and actual retirement behavior (7,8). Moreover, colleagues' limited use of one's skills and knowledge may decrease motivation to work and result in early retirement according to qualitative research (4).…”

mentioning

confidence: 99%

Health, job characteristics, skills, and social and financial factors in relation to early retirement – results from a longitudinal study in the Netherlands

Wind¹,

Geuskens²,

Ybema³

et al. 2013

Scand J Work Environ Health

100

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Objective This study aimed to investigate the relative contribution of health, job characteristics, skills and knowledge, and social and financial factors to the transition from work to (non-disability) early retirement.Methods Employees aged 59-63 years (N=2317) were selected from the Study on Transitions in Employment, Ability and Motivation (STREAM) in the Netherlands. Individual characteristics, health, job characteristics, skills and knowledge, and social and financial factors were measured using a questionnaire at baseline. Information on early retirement was derived from the one-year follow-up questionnaire. Logistic regression analyses were used to identify predictors of early retirement. Population Attributable Fractions (PAF) were calculated.Results Older age [odds ratio (OR) 1.79], poor physical health (OR 1.78), a positive attitude of the partner with respect to early retirement (OR 3.85), and the financial possibility to stop working before the age of 65 (OR 10.2) predicted the transition to early retirement, whereas employees that reported high appreciation at work (OR 0.58) and higher focus on development of skills and knowledge (OR 0.54) were less likely to retire early. PAF were 0.75 for the financial possibility to stop working, 0.43 for a positive attitude of the partner with respect to early retirement, 0.27 for low appreciation at work, 0.23 for a low focus on development, and 0.21 for poor health. ConclusionsThe financial possibility to stop working before the age of 65 importantly contributes to early retirement. In the context of rapidly diminishing financial opportunities to retire early in the Netherlands, the prolongation of working life might be promoted by workplace health promotion and disability management, and work-related interventions focusing on appreciation and the learning environment.

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Section: Introductionmentioning

confidence: 99%

“…It is therefore worthwhile briefly rehearsing how important the relationship is. The potential benefits of involving older workers in learning range from improving commitment and involvement of older workers in the labour market (Herrbach et al, 2009) to a much broader delay of some of the physical and mental problems associated with growing old (Phillipson, 2010). The extensive literature (see inter alia Argote, 2011;Geiger and Schreyögg, 2009) on organisational learning and knowledge management, much of it published in this journal, indicates that continuous learning for all people in employment is crucial.…”

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confidence: 99%

Employers’ views of learning and training for an ageing workforce

Beck

2012

Management Learning

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Abstract:This paper questions how employers view and evaluate the role of learning and training for older workers in light of the increasing number of older workers in the labour market. Learning and training opportunities could be utilised to respond to the 'extending working lives' agenda but interviews with employers suggest that this is not being done. A small number of human resource professionals, managing directors and owners were interviewed to determine what learning opportunities they offered to their older workers and how these workers' experience could be utilised better. Respondents implicitly accepted that there were few learning opportunities for older workers and suggested that they expected this group of workers to take on additional roles in making learning and experience available to younger colleagues. Dichotomies in employers' views emerged in that they differentiated between groups of workers and their need for skills, experience and the 'right' attitudes. AbstractThis paper questions how employers view and evaluate the role of learning and training for older workers in light of the increasing number of older workers in the labour market.Learning and training opportunities could be utilised to respond to the 'extending working lives' agenda but interviews with employers suggest that this is not being done. A small number of human resource professionals, managing directors and owners were interviewed to determine what learning opportunities they offered to their older workers and how these workers' experience could be utilised better. Respondents implicitly accepted that there were few learning opportunities for older workers and suggested that they expected this group of workers to take on additional roles in making learning and experience available to younger colleagues. Dichotomies in employers' views emerged in that they differentiated between groups of workers and their need for skills, experience and the 'right' attitudes. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 Although employment rates for older workers have been increasing there are many good reasons why society has not whole-heartedly embraced the 'extending working lives' agenda, with Vickerstaff (2010) questioning the 'unavoidable obligation' of working longer.Similar issues are noticeable in employers' behaviour. Employers generally benefit from older workers, in particular their soft skills, experience, punctuality and work values (McNair et al., 2007). However, the positive view that employers reportedly have of older workers has not changed their recruitment and retention behaviour (Heywood et al., 2010). Beck (2010) shows that employers favour traditional recruitment practices targeted at young people, e.g. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36...

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Perceived HRM practices, organizational commitment, and voluntary early retirement among late‐career managers

Cited by 133 publications

References 73 publications

Managing employees beyond age 65: from the margins to the mainstream?

Managing employees beyond age 65: from the margins to the mainstream?

Health, job characteristics, skills, and social and financial factors in relation to early retirement – results from a longitudinal study in the Netherlands

Employers’ views of learning and training for an ageing workforce

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