Age and the university workplace: A case study of remaining, retiring, or returning older workers

Stein, David; Rocco, Tonette S.; Goldenetz, Kelly A.

doi:10.1002/1532-1096(200021)11:1<61::aid-hrdq5>3.0.co;2-s

Cited by 42 publications

(36 citation statements)

References 14 publications

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“…This paper focuses on human resource practices targeted at the training and development of older employees. Providing access to training and development activities is one means by which the organization communicates the value it places on older workers (Patrickson and Hartmann, 1995;Stein et al, 2000). Research has shown that older workers are far less likely to have access to training and development activities than workers in any other age group (Committee for Economic Development, 1999;Farr et al, 1998;Rix, 2004;Sterns and Miklos, 1995;Taylor and Urwin, 2001).…”

Section: Job Content Plateauingmentioning

confidence: 99%

Factors associated with job content plateauing among older workers

Armstrong‐Stassen

2008

Career Development International

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PurposeThe purpose of this paper is to identify personal and work environment factors associated with the experience of job content plateauing among older workers.Design/methodology/approachTwo cross‐sectional studies, each including two samples, were conducted. In each study, one sample consisted of a diverse group of older workers and the other sample was composed of older nurses.FindingsWork centrality and learning self‐efficacy were significantly negatively related to job content plateauing especially for older managerial and professional employees. Perceived organizational support and perceived respect from the organization, supervisor, and work group members were significantly negatively related to job content plateauing for both the diverse group of older workers and older nurses.Research limitations/implicationsThe average level of job content plateauing was below the scale midpoint, suggesting older workers who are most susceptible to job content plateauing may have already exited the labor force. Future research is needed to identify variables that mediate the relationship between personal and work environment factors and job content plateauing.Practical implicationsEmployers need to ensure that older workers with high work centrality and learning self‐efficacy are provided with challenging jobs that foster learning new skills. Equally important is to signal to older workers that they are valued and respected through HR practices targeted at older employees and respectful treatment from their supervisor and work group members.Originality/valueThis paper identifies personal and work environment factors not previously examined in relation to job content plateauing with a specific focus on older workers.

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Section: Job Content Plateauingmentioning

confidence: 99%

Factors associated with job content plateauing among older workers

Armstrong‐Stassen

2008

Career Development International

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“…However, older workers have had less access to employer-funded and employer-provided training than younger workers (O'Reilly and Caro 1994;Auer and Fortuny 2000;Rix 2004). The manner in which training resources are allocated to older workers can be considered an indication of the value the organization places on its older employees (Stein, Rocco and Goldenetz 2000). Goldberg (2005) and Griffiths (1997) argued that training and educating managers on how to deal with older workers is essential.…”

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confidence: 99%

The effect of relational age on older Canadian employees' perceptions of human resource practices and sense of worth to their organization

Armstrong‐Stassen

Lee

2009

The International Journal of Human Resource Management

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“…Although age was conspicuously absent from the diversity agenda until the turn of the millennium (Stein et al. , 2000), the ideological tenets embedded within the diversity approach have been of integral importance to the political promotion of organisational age equality, most explicitly seen in the business case argument where older workers are celebrated as providing a mirror image of the potential market.…”

Section: Age Equality Under the ‘Diversity Dream’mentioning

confidence: 99%

Managing ‘difference’: understanding age diversity in practice

Riach

2009

Human Res Mgmt Journal

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This paper seeks to explore how age diversity is characterised, understood and managed by HR managers responsible for its implementation. With businesses competing at a global level and demographic trends changing the landscape of the labour market, the diversity approach to managing workplace equality has been heralded as the answer to the political and moral challenges in marrying external competition with internal workplace equality. Nowhere has this been more influential than in recent debates concerning older workers in the labour market, and yet, how age‐related HR practices relate to the underpinning philosophies of diversity has not yet been explored in any depth. Drawing from interview data with HR managers from a range of industry backgrounds, this article explores the inherent tensions faced when discussing age as a diversity issue, and the persistent effects of larger social norms related to ageing. By focusing on the concept of ‘difference’ as a key tenet of diversity, the challenges in ensuring equality while being aware of contradictory messages from both inside and outwith the organisations play a key role in age diversity in practice. This leads to a discussion about the more subtle practices involved in the workplace implementation of age diversity and how awareness of inherent biases may challenge age inequality within organisations.

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Age and the university workplace: A case study of remaining, retiring, or returning older workers

Cited by 42 publications

References 14 publications

Factors associated with job content plateauing among older workers

Factors associated with job content plateauing among older workers

The effect of relational age on older Canadian employees' perceptions of human resource practices and sense of worth to their organization

Managing ‘difference’: understanding age diversity in practice

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