Retaining and engaging older workers: A solution to worker shortages in the U.S.

Heisler, W. J.; Bandow, Diane

doi:10.1016/j.bushor.2018.01.008

Cited by 25 publications

(17 citation statements)

References 19 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…In view of the need to maintain a motivated workforce and to reduce early turnover and retirement intentions among healthcare professionals (cf. Armstrong-Stassen and Stassen, 2013), healthcare organizations may find themselves in a difficult situation (Heisler and Bandow, 2018). In fact, these organizations increasingly need to focus on ways to enhance their employees' job satisfaction, which can be defined as “ a global feeling about the job or as a related constellation of attitudes about various aspects or facets of the job” (Lu et al, 2005, p. 212).…”

Section: Introductionmentioning

confidence: 99%

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

et al. 2019

View full text Add to dashboard Cite

The “aging population” implies an increased proportion of older professionals and a growing demand for healthcare services. Healthcare professionals are often highly committed to their work which can be reflected in high levels of workaholism, being a double-edged sword that can prompt both positive and negative mechanisms, differently affecting younger and older healthcare workers. The present study aims to gain insights into the relationships between healthcare professionals' age, workaholism and job satisfaction, by estimating the sequential mediating roles of workload perceptions and emotional exhaustion. We used original survey data, including information on 750 healthcare professionals. Overall, the negative relationship between workaholism and job satisfaction was shown to be sequentially (and partially) mediated by workload perceptions and emotional exhaustion. Multi-Group SEM analyses revealed differences across three age groups (under 35; between 35 and 50; over 50). Only in the two younger age groups, we found a direct and positive relationship between workaholism and job satisfaction. In all age groups, we found the negative relationship between workaholism and job satisfaction to be sequentially (and partially) mediated by workload perceptions and emotional exhaustion. The indirect effects were relatively stronger in the younger age group. Workaholism can prompt both a “gain spiral” and “a loss spiral” among healthcare professionals. The first reflects workaholism to function as a job resource fostering job satisfaction (only for the two younger age groups). The second reflects workaholism to function as a job demand reducing job satisfaction. This mechanism was shown to be stronger with an increasing age.

show abstract

Section: Introductionmentioning

confidence: 99%

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

et al. 2019

View full text Add to dashboard Cite

show abstract

“…Similarly, Ardichvili, Page, and Wentling (2003) posit that older employees were indeed motivated to participate in knowledge sharing activities and mentoring new colleagues, due to their need to give something back to the organization. Heisler and Bandow (2018) propose that one of the possible methods to engage older workers is to support them leveraging their existing knowledge and experience for mentoring and developing knowledge transfer initiatives. Moreover, positioning older workers as mentors to their younger colleagues is another possible solution to promote their task significance and to further accelerate the knowledge transfer process.…”

Section: Introductionmentioning

confidence: 99%

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

et al. 2019

View full text Add to dashboard Cite

Background and Purpose:While the world population is aging, the aim of this study is to bring new knowledge into age management research by investigating the most important factors that encourage older employees to remain in the labour market longer, also after meeting the official retirement age, based on an in-depth qualitative case study of the high-end luxury fashion designer with more than 50 years of working experience. Design/Methodology/Approach: We conducted an inductive case study in fashion industry. Specifically, our case study is build based on the content analysis of secondary data as well as an in-depth interview with the general manager in the fashion and high-end luxury industry in Slovenia. Results: The proposed conceptual model shows key facets, as assigned overarching categories, namely-vitality, intrinsic motivation, adapting, lifelong learning, and positive emotions and therefore contributes to the age management phenomena. Within the presented case study, we found out that the selected facets are the most important factors for the encouragement to remain in the labor market and to ensure flexible retirement processes in dealing with the challenges of an aging population and workforce. Conclusion: Our study contributes to the theory and practice of age management by narrowing our focus on the best practice from selected high-end luxury fashion industry designer in Slovenia. What can we learn from high-end luxury fashion designer with more than 50 years of working experience? As the presented case study cannot be generalized to population, the presented case contributes to the field of age management and empowers people to rethink and stay active after meeting the official retirement age. Research Papers more visual problems (Bucur et al., 2005). In this article, we are focused on human willingness to work longer. By conducting a qualitative design, namely a business case study of Slovenian high-end fashion industry designer, we are deepening our understanding regarding the key factors that affect human willingness to work longer. Concretely, the research question we aim to answer is "What is/are the most important factor(s) of an older employee for the encouragement to remain in the labor market longer, after meeting the official retirement age?".We structure our paper as follows. First, we focus on the literature review, where the first part is dedicated to understanding the aging and age management in the EU and Slovenia, meanwhile, the second part is focused on the fashion and high-end industries in the EU, in order for a reader to understand its importance. After the literature review, we present the methodology applied, with the sub-chapters on study design, data collection, and content analysis. Within the results section, we firstly present the case study context, which is needed to fully understand the second sub-chapter, namely the presented case study of Slovenian fashion industry designer, enriched with several in-depth quotations. Lastly, we focus on discussion and conclusion, wh...

show abstract

“…We found that CSR policy positively affects the wage level of workers at the bottom (unskilled workers) of the organizational structure, thus, socially responsible Chilean companies are oriented toward satisfying their workers in terms of salary conditions. Considering that the employees are a primary interest group, the company cannot survive without them; therefore, the effort to retain workers within the organization corresponds not only to social goals but also to economic objectives (Clarkson, 1995;Heisler & Bandow, 2018). Workers leaving the organization can generate knowledge leaks, low productivity, and increased personnel costs (Garicano & Wu, 2012;Sumbal et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Corporate Social Responsibility and Justice in the Salary Structure: Practice or Symbolism?

Ibáñez¹,

Huamán²

2021

IBES

View full text Add to dashboard Cite

Socially responsible companies should provide fair wages and maintain reasonable internal wage gaps as part of a commitment to workers as primary stakeholders of the organization. Our research seeks to clarify the influence of the Corporate Social Responsibility (CSR) system on the salary level of unskilled workers and the magnitude of internal salary gaps between the highest and lowest levels of the organization. We used a sample of 815 companies that are representative of the Chilean business ecosystem and developed a linear regression model with endogenous treatment. Our results show that the declaration of a CSR program positively influences the wage level of unskilled workers but increases the magnitude of internal organizational wage gaps. These findings suggest a partial adherence of companies declaring CSR in terms of commitment to their employees.

show abstract

Retaining and engaging older workers: A solution to worker shortages in the U.S.

Cited by 25 publications

References 19 publications

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

Live to Work or Work to Live? An Age-Moderated Mediation Model on the Simultaneous Mechanisms Prompted by Workaholism Among Healthcare Professionals

Age Management: What Can we Learn from High-End Luxury Fashion Designer with More than 50 Years of Working Experience?

Corporate Social Responsibility and Justice in the Salary Structure: Practice or Symbolism?

Contact Info

Product

Resources

About