“Regardless of Age”: Australian University Managers’ Attitudes and Practices Towards Older Academics

Earl, Catherine; Taylor, Philip; Cannizzo, Fabian

doi:10.1093/workar/wax024

Cited by 14 publications

(32 citation statements)

References 68 publications

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“…The central issue this paper focuses on is whether employers' stereotypical views regarding older workers change, and if so, what structural factors explain these changes. The scholarly literature on stereotypes held by employers shows that their human resource decisions on older workers are firmly affected by the stereotypes they hold about them (Avolio and Barrett, 1987;Chiu et al, 2001;Earl et al, 2017;Van Dalen and Henkens, 2018). The fact that employers in aging societies have been lukewarm until now in hiring older workers or investing in their human capital may also be seen as a sign of an employer's distrust in the capacities of the older worker (Munnell and Sass, 2009;Van Dalen et al, 2015;Oude Mulders et al, 2017.…”

Section: Introductionmentioning

confidence: 99%

Do stereotypes about older workers change? A panel study on changing attitudes of managers

Dalen

Henkens

2019

IJM

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Purpose The purpose of this paper is to see whether attitudes toward older workers by managers change over time and what might explain development over time. Design/methodology/approach A unique panel study of Dutch managers is used to track the development of their attitudes toward older workers over time (2010–2013) by focusing on a set of qualities of older workers aged 50 and older. A conditional change model is used to explain the variation in changes by focusing on characteristics of the manager (age, education, gender, tenure and contact with older workers) and of the firm (composition staff, type of work and sector, size). Findings Managers have significantly adjusted their views on the so-called “soft skills” of older workers, like reliability and loyalty. Attitudes toward “hard skills” – like physical stamina, new tech skills and willingness to train – have not changed. Important drivers behind these changes are the age of the manager – the older the manager, the more likely a positive change in attitude toward older workers can be observed – and the change in the quality of contact with older workers. A deterioration of the managers’ relationship with older workers tends to correspond with a decline in their assessment of soft and hard skills. Social implications Attitudes are not very susceptible to change but this study shows that a significant change can be expected simply from the fact that managers age: older managers tend to have a more positive assessment of the hard and soft skills of older workers than young managers. Originality/value This paper offers novel insights into the question whether stereotypes of managers change over time.

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Section: Introductionmentioning

confidence: 99%

Do stereotypes about older workers change? A panel study on changing attitudes of managers

Dalen

Henkens

2019

IJM

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“…The transition to retirement plays also an important role. According to [68], it can be summarised that the efficiency and usability of a late career depends on strategic business goals of each firm. Authors [69] mentioned that most mature organisations face a major decline in performance at some time during their existence.…”

Section: Selected Age Management Aspects Forming Competitive Advantagementioning

confidence: 99%

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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“…However, there are many age-related threats to older workers' continued engagement such as negative stereotypes of older workers and declining physical and mental health (Allen et al, 2021). The effect of this is that workforce strategies often overlook the value of retaining and effectively managing older workers given the oftenassumed negative relationship of age with potential and performance (Earl et al, 2018). Some lifespan theories, for instance, suggest that as workers age, losses in their abilities outnumber gains, and hence, they shift their attention from growth to maintenance and regulation of losses (Baltes et al, 1999).…”

Section: Introductionmentioning

confidence: 99%

“…Supportive psychological climate for older workers refers to an employee's perception that the organization supports and activates older workers. We focus on this particular climate since it fits with a conservation model which recognizes that organizational policies and practices can help individuals maintain a good fit with their jobs irrespective of age (Earl et al, 2018) thereby helping to keep older workers engaged (e.g. Salanova et al, 2006;Wang and Shultz, 2010).…”

Section: Introductionmentioning

confidence: 99%

Engaging older workers: the role of a supportive psychological climate

Kilroy

Voorde

Kooij

et al. 2022

JOEPP

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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.

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“Regardless of Age”: Australian University Managers’ Attitudes and Practices Towards Older Academics

Cited by 14 publications

References 68 publications

Do stereotypes about older workers change? A panel study on changing attitudes of managers

Do stereotypes about older workers change? A panel study on changing attitudes of managers

Impact of Age Management on Sustainability in Czech Organisations

Engaging older workers: the role of a supportive psychological climate

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