The twin issues of population aging and critical talent shortages induce employers to encourage older workers to prolong their professional lives. Over the past two decades, studies have mainly examined which human resources practices influence older workers’ ability, motivation, and opportunity to continue working. Our conceptual lens rest on self-determination theory (SDT). This study explores how older professionals in the financial services sector may see how three psychological needs (i.e., autonomy, competence, and relatedness) are satisfied or frustrated through various management practices such as monetary rewards, benefits, career development, and work content and context. Our interviews with older finance professionals also show the relevance of a fourth need, beneficence, to understand their decision to continue to work. Results of this study are likely to be significant at both managerial and societal levels in the perspective of sustainable development or employability.

This study extends our knowledge on the role of informal caregivers of seniors and the impact of this role on presenteeism and absenteeism at work. Based on the conservation of resources theory, this article seeks to gain insights into the mechanisms and antecedents of presenteeism and absenteeism among employees who are also informal caregivers of seniors. Specifically, this article argues that family–work conflict and emotional exhaustion mediate the relationship between the informal caregiver’s role, presenteeism, and absenteeism. Quantitative data (questionnaire) from this cross-sectional study were collected from 915 informal caregivers of seniors from 8 Canadian organizations. Structural equation modelling (SEM) was undertaken using IBM SPSS AMOS 28.0 to test all hypotheses. Informal caregivers of seniors who need to coordinate and organize healthcare are at a higher risk of experiencing family–work conflict. Family–work conflict experienced by informal caregivers subsequently leads to emotional exhaustion, presenteeism, and absenteeism. Because informal caregiving of seniors is likely to increase in coming years for many workers, organizations must be aware of the possible consequences of this role on work productivity. This study shows that not all tasks of informal caregivers of older adults lead to presenteeism and absenteeism through family–work conflict and emotional exhaustion. This study is innovative because, to our knowledge, no study of informal caregivers of older adults has examined the effect of different tasks in this role on presenteeism and absenteeism.

This study extends our knowledge about the management of older employees in the sector of financial services, which faces enormous transformational pressures (e.g., emergence of artificial intelligence, digital services). Based on the black box model of human resource management, we investigate how executives at 16 major financial institutions manage their total rewards to motivate their older professionals to stay at work longer. Top management’s views towards older professionals underlie a firm’s culture or climate, and more precisely, the extent of the perception that they are a strategic resource that needs focused management. Across firms, such adaptation (or lack thereof) is made through the following total rewards components: (1) flexibility in working time and place of work, (2) hiring of retirees, (3) hiring or promotion of older professionals, (4) role adjustment, (5) responsibilities and performance standards, (6) monetary rewards, benefits, and (7) recognition, succession planning, and support for retirement planning or preparation. The black box model should be used in future research to understand which reward components work best in which contextsto motivate older workers to stay at work longer.