Transitioning ageing workers from paid to unpaid work in non-profits

Abstract

Resource constraints and retention issues associated with an ageing workforce have challenged non‐profit institutions. Human resource management professionals in these organisations can stem the loss of organisational learning by developing strong social exchanges that encourage employees to pursue post‐retirement volunteering. This paper developed a conceptual model that described how ageing workers may evaluate and connect the quality of the relationships they build at work through social exchanges to their fit with the organisation, workgroup and vocation. Alignment of fit may create an intention to volunteer upon retirement, although we argue that this will be strengthened if the organisation is perceived to value volunteering activities. This value is also shaped through social exchange and might include attitudes toward the extra‐role activities of both employees and volunteers in the current organisation.

Engaging the multi-generational workforce in tourism and hospitality

“…It is therefore argued that employers are increasingly required to appreciate and respond to these expectations and requirements in order to maximise each employee's potential contribution towards meeting organisational objectives (Christensen-Hughes and Rog, 2008;Coupland et al, 2008;Sturges, 2008). For example, the CIPD (2006) suggested that organisations might introduce methods of creating opportunities for employee views and opinions to be heard (Christensen-Hughes and Rog, 2008;Gibbons, 2006); developing variable packages of benefits and working conditions (Smith, 2008;Worman, 2006); offering flexible working arrangements Rowley and Purcell, 2001); considering the meaningfulness of the work (Kahn, 1990;May et al, 2004); providing high quality supervisory support (Karatepe and Olugbade 2009;Kim et al, 2009); and, paying particular attention to personorganisation fit (Kristof, 1996;Schlosser and Zinni, 2011).…”

“…Employee engagement is now actively being recognised as an integral element in any hospitality organisation's talent management strategy. Indeed it has been found that employers are increasingly using the recruitment and selection process as a means of identifying characteristics and traits that prospective employees possess that are indicators of a future committed and engaged worker (Raybould and Wilkins, 2005;Schlosser and Zinni, 2011;Scott and Revis, 2008). A review of the current talent management literature by Christensen-Hughes and Rog (2008) found that increasing numbers of tourism organisations now appear to be taking action to increase employee engagement with a view to minimising employee turnover and increasing both employee satisfaction and organisational commitment.…”

Retirement Patterns and Their Relationship to Volunteering

“…Finally, volunteering could be either a complement to or a substitute for paid work (Erlinghagen, 2010), depending on the type or area of volunteer work, skills and attitudes developed from the workplace, individual motivations for volunteering, and choice in retirement (Erlinghagen, 2010;Schlosser & Zinni, 2011;Wilson, 2012). For example, volunteer time was measured dichotomously, with 100 hr per year serving as a cutoff point, which definitely cannot capture substantial variability in volunteering efforts.…”

Seeking resources: predicting retirees' return to their workplace

“…An organization that values older workers as assets can build a culture of trust and socialize all workers to continuously share ideas and to respect one another for what they have to offer, regardless of their age (Schlosser and Zinni, 2011). Management can ensure that retirees are kept informed about what is going on in the organization.…”