Will Senior Employees Be Willing to Voluntarily Transfer Their Knowledge to Younger Employees? The Effect of Perceived Age Discrimination and Organizational Identification

Huang, Fiona

doi:10.4236/jhrss.2019.72015

Cited by 2 publications

(2 citation statements)

References 28 publications

(30 reference statements)

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“…Self-perception of aging (SPA) refers to the subjective perception and emotional response of elderly individuals when they confront the aging process in their physiology, psychology, and society [ 46 ]. It is also an individual’s perception or view of their mental state formed through observing their aging [ 47 ].…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Effects of Age Stereotypes of Older Workers on Job Performance and Intergenerational Knowledge Transfer Intention and Mediating Mechanisms

Wang,

Shi

2024

Behavioral Sciences

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The workforce is aging with the population aging. How to effectively manage and motivate older workers is significant for elderly human resources development and the sustainable development of enterprises in organizations. Age stereotypes of older workers refer to people’s beliefs and expectations about a specific group of 45–65-year-olds in the workplace. This paper examines the effect of age stereotypes of older workers on job performance and intergenerational knowledge transfer intention. This study carried out two research designs, a questionnaire survey and an experimental study, to explore the effects of positive and negative age stereotypes of older workers on job performance and intergenerational knowledge transfer intention within an organizational context and underlying mediating mechanisms. The results showed that positive stereotypes of older workers significantly positively affected job performance and intergenerational knowledge transfer intention. In comparison, negative stereotypes of older workers significantly negatively affected job performance and intergenerational knowledge transfer intention, and self-perception of aging substantially mediates the effects. This study broadens the research field on the impact of positive and negative age stereotypes on older workers in organizational contexts. This study guides organizations in reducing age discrimination, creating an inclusive workplace environment, and achieving the successful aging of older workers.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Effects of Age Stereotypes of Older Workers on Job Performance and Intergenerational Knowledge Transfer Intention and Mediating Mechanisms

Wang,

Shi

2024

Behavioral Sciences

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“…The existing literature has extensively investigated various factors that influence the innovation performance of elder employees. These studies have primarily focused on work experience or professional expertise ( Schmader et al, 2008 ; Lamont et al, 2015 ), leadership support, and employee collaboration ( Huang, 2019 ; Cao et al, 2022 ). However, a significant portion of this research has focused on the impact of individual and leadership factors on elder employees.…”

Section: Introductionmentioning

confidence: 99%

Effect of empowerment: how and when do high-involvement work practices influence elder employees’ innovative performance?

Jiang,

Zhang,

Zhu

et al. 2024

Front. Psychol.

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IntroductionIn today’s fast-paced business environment, innovation from elder employees is increasingly vital to organizations. High-involvement work practices that emphasize engagement and empowerment have a significant impact on the innovation performance of these employees, harnessing their wealth of experience and fostering organizational growth. However, most of the current research on innovation performance focuses on the single factor of the individual or the organization, and most of them focus on the linear relationship; research on the factor of human resource practices, in particular high-involvement work practices, is inadequate.MethodsBased on social exchange theory, this paper uses structural equation modeling (SEM) to examine the impact of high-involvement work practices on elder workers’ innovation performance using 278 valid samples from three time points, and the non-linear effects of exploratory and exploitative innovation on elder workers’ innovation performance.Results(1) There is no significant relationship between high-involvement work practices and elder employees’ innovation performance. (2) Exploratory innovation has a significant U-shaped relationship with innovation performance, i.e., as the level of exploratory innovation increases, the innovation performance of elder employees first decreases and then increases. There is a significant inverted U-shaped relationship between exploitative innovation and innovation performance, i.e., as the level of exploitative innovation increases, innovation performance first increases and then decreases. High-involvement work practices have a U-shaped effect on elder employees’ innovation performance through exploitative innovation. (3) Transformational leadership moderates the direct effects of high-involvement on exploratory innovation and elder employees’ innovation performance, and transformational leadership moderates the U-shaped effect of high-involvement work practices on elder employees’ innovation performance through exploratory innovation.DiscussionThe conclusion is helpful for organizations to enhance elder employees’ innovation performance by enriching high-involvement work practices.

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Will Senior Employees Be Willing to Voluntarily Transfer Their Knowledge to Younger Employees? The Effect of Perceived Age Discrimination and Organizational Identification

Cited by 2 publications

References 28 publications

Effects of Age Stereotypes of Older Workers on Job Performance and Intergenerational Knowledge Transfer Intention and Mediating Mechanisms

Effects of Age Stereotypes of Older Workers on Job Performance and Intergenerational Knowledge Transfer Intention and Mediating Mechanisms

Effect of empowerment: how and when do high-involvement work practices influence elder employees’ innovative performance?

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