Training strategies for an aging workforce

Koc-Menard, Sergio

doi:10.1108/00197850910983938

Cited by 20 publications

(7 citation statements)

References 1 publication

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“…Major functions of the mentor–mentee relationship include teaching, personal support, and organizational intervention (Zey, 1991). Most researchers emphasize the role of mentoring in passing on experience and knowledge from experts to new-entries, and the benefits to corporates adopting a mentoring system (Freedman, 2009; Koc-Menard, 2009; Lindbo & Shultz, 1998).…”

Section: Literature Reviewmentioning

confidence: 99%

“…The program they developed later demonstrated that mentorship was helpful to these retirees in developing an adaptive lifestyle after retirement (Stancliffe, Bigby, Balandin, Wilson, & Craig, 2015). Koc-Menard (2009) highlighted the benefits for corporates to make use of the mentors’ knowledge and experience to train successors, and systematically develop its capacity in supporting retirees. Some studies focused on the effectiveness of senior mentors who are retired in coaching the younger generations in their professional development (Bates, Cohan, Bragg, & Bedinghaus, 2006; Eleazer, Stewart, Wieland, Anderson, & Simpson, 2009; Eleazer, Wieland, Roberts, Richeson, & Thornhill, 2006; Hoffman, Gray, Hosokawa, & Zweig, 2006; Wieland & Eleazer, 2006).…”

Section: Introductionmentioning

confidence: 99%

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Active Interest Mentorship for Soon-to-Retire People: A Self-Sustaining Retirement Preparation Program

Leng

Wang

2017

J Appl Gerontol

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Retirement is a major life transition that often leads to maladjustments and mental health hazards. In this study, we developed an innovative retirement preparation program, the Active Interest Mentorship Scheme (AIMS), which utilized active interest development as a positive entry point through which to engage soon-to-retire people. Each retiree received a 1-year mentorship 6 months before retirement. Adopting a quasi-experimental design, the study aimed to evaluate the efficacy of the AIMS in protecting retirees' well-being. The well-being status of 161 retirees was assessed at 4-month intervals. Measures included self-esteem, life satisfaction, positive affect, depression, anxiety, and somatic symptoms. Serial trend analysis revealed a general improvement in well-being at 4 months after mentorship, followed by a mark reversion in some variables at 2 months after retirement. Upon completion of the program, participants generally returned to a level of well-being that was comparable with or better than preretirement levels. The first 2 months after retirement appeared to be the most distressing. The findings support the efficacy, as well as feasibility of the innovative retirement preparation program.

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Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Active Interest Mentorship for Soon-to-Retire People: A Self-Sustaining Retirement Preparation Program

Leng

Wang

2017

J Appl Gerontol

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“…Here we have considered early career stage between 20 and 40; middle career stages between 40 and 54, and late career stage 55 and above. In an effort to set a threshold to define the older worker category, as anyone over age 55 (Finkelstein et al 1995;Koc-Menard 2009).…”

Section: Social Opportunitiesmentioning

confidence: 99%

A literature review on motivation

2013

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Research on motivation has attracted academic and corporate entities over the last two decades. In the present study, authors have reviewed the intense literature to extract all possible dimensions of motivation, having direct and indirect impact on motivation techniques. This has examined the multidimensionality of motivation from the existing literature and present a conceptual framework based on it, and it is experienced that various motivation techniques (discussed in this study) are having a positive impact on both employee satisfaction and the quality of performance in the organization; however, the model needs to be validated using quantitative measures. In order to study the various issues highlighted in this paper related to employee motivation, a large body of literature mainly from different journals have been incorporated. To make the study more current only those studies were included which were published in the last two decades. In past research papers few dimensions of motivation were used to explain the different models motivation theory which has direct influence on employee motivation. The novelty of this study lies in its theoretical framework where authors have made an attempt to come up with a construct having dimensions that directly or indirectly influences employee motivation.

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“…Pitt-Catsouphes, 2007) of integrating age-diverse employees into sustainable and efficient organizational systems. This (Zwick, 2011), suggesting a need for age-customized programs (Koc-Menard, 2009). This research suggests the need for training that improves the outcomes of first interactions between older employees and new colleagues, including managers, peers and subordinates.…”

Section: Discussionmentioning

confidence: 86%

Age differences in the perception of new co-worker benevolence

Roussin

2015

Journal of Managerial Psychology

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Purpose – Large numbers of older workers are remaining in the global workforce, raising questions concerning age-related differences in perception and behavior. The purpose of this paper is to examine the interplay between employee age, gender and ethnicity on benevolence perceptions of new co-workers. Design/methodology/approach – Data were obtained through scenario methods from a sample of 215 full-time, team-based employees across nine North American business organizations. Participants evaluated three provocative scenarios depicting initial meetings with new colleagues. Findings – Workers of greater age perceived significantly less benevolence in all three scenarios. In evaluating a new boss, women perceived lower benevolence than men, and gender moderated the relationship between age and perceived benevolence, where aging was associated with significantly lower levels of perceived benevolence only among men. Research limitations/implications – Deeper understandings are needed concerning the behavioral and cognitive mechanisms related to age and workplace perceptions. Practical implications – Older employees, guided by experience, are skeptical of the intentions of a wide variety of newly acquainted colleagues, signaling organizational leaders to customize behaviors and develop programs to encourage awareness and positive relationships across age- and gender-diverse employee groups. Originality/value – This research uniquely explores age influences, and interactions with gender and ethnicity, on benevolence perceptions of diverse new coworkers. The results are robust, considering that age was related to lower benevolence perception across three disparate scenario interpretations.

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Training strategies for an aging workforce

Cited by 20 publications

References 1 publication

Active Interest Mentorship for Soon-to-Retire People: A Self-Sustaining Retirement Preparation Program

Active Interest Mentorship for Soon-to-Retire People: A Self-Sustaining Retirement Preparation Program

A literature review on motivation

Age differences in the perception of new co-worker benevolence

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