Age Norms and Career Motivation

Greller, Martin M.

doi:10.2190/ww3m-mrxl-pqkp-7vg3

Cited by 14 publications

(7 citation statements)

References 19 publications

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“…Participants were asked to list up to five activities or strategies they have used to maintain or develop their status in five potentially important areas: 1) Intellectual Abilities, defined as the ability to learn new tasks at work, understand instructions, remember assignments, and concentrate on work assignments; 2) Adaptability, defined as adapting to changes on the job, searching for opportunities to do your job better, maintaining important job skills, accepting suggestions, and working through unexpected events; 3) Positive Relationships, defined as having coworkers who are also considered to be friends, being liked and accepted by coworkers, and considering work friends as an important part of their life and; 4) Personal Security, defined as not being overwhelmed by workload, feeling safe, and avoiding personal injuries at work; and 5) Occupational Growth, defined as the ability to advance and be promoted, maintain a growing career, and remain competitive in the workforce. These areas closely resemble the life concerns used by Greller (2000) to examine the relationship between age norms and career motivation.…”

Section: Methodsmentioning

confidence: 96%

Strategic Self Development for Successful Aging at Work

Robson

Hansson

2007

Int J Aging Hum Dev

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Two studies involving 265 participants were conducted to assess the content and range of strategies used by employees to age successfully in the workplace. Study 1 included 64 individuals ranging in age from 23 to 61. These individuals were asked to list up to five activities they have pursued in five potentially important areas of development. Content analyses on these activities were then conducted for purposes of item development. In the second study, the sample was limited to 201 older workers, defined as employees age 40 and older. Participants completed several scales examining the frequency with which they engaged in activities related to successful aging at work. Factor analyses indicated seven major types of strategies: 1) Relationship Development, 2) Security, 3) Continuous Learning, 4) Stress-Relief, 5) Skill Extension, 6) Career Management, and 7) Conscientiousness. Analyses indicated that each strategy domain was positively related to perceived success. Furthermore, hierarchical regression analyses indicated that Security, Relationship Development, Continuous Learning, and Career Management strategies were predictive of success above and beyond important characteristics of the individual or employing organization. The results also indicated that age moderated the relationship between strategy use and perceived success for two strategy domains. Relationship Development and Skill Extension strategies were less strongly related to perceived success as employees aged. Implications of these findings are discussed in relation to theory development, application, and future research.

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Section: Methodsmentioning

confidence: 96%

Strategic Self Development for Successful Aging at Work

Robson

Hansson

2007

Int J Aging Hum Dev

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“…Perceived organizational support (POS) is measured using six items reported by Eisenberger et al (2001), rated on how well each of the items 'describe the organization in which you work,' for example, 'it takes pride in my accomplishments,' 'it would help me if I needed a special favor.' Expected development is measured by asking participants how well five statements describe 'what you expect will happen to you in the future,' for example, 'Expand my career relevant skills,' and 'Learn new approaches' (Greller, 2000).…”

Section: Methodsmentioning

confidence: 99%

Changes in social support for professional development and retirement preparation as a function of age

Greller

Richtermeyer

2006

Human Relations

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Social factors, particularly age norms, are cited as a major influence on retirement and late career decisions; yet research has focused primarily on one feature of norms: shared beliefs. A sample of finance and accounting professionals between the ages of 22 and 70 is used to examine whether support for career development differs as a function of age. The levels of support for professional development, retirement preparation, and personal growth from five sources (family, co-workers, colleagues in other organizations, supervisor, and friends) are examined. Age is not a major factor in the amount of support reported. Support is associated with career-related intentions and beliefs (maintaining professional contacts, hours spent in training, career insight, expected development, and perceived organization support). Family support influences career development. These effects hold regardless of age. The results suggest emphasizing the informational role of social networks rather than the normative role with respect to age.

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“…There exists a common belief in organizations that older workers want to retire as soon as possible (Finkelstein & Burke, 1998;Henkens, 2000). In addition, older employees are often considered to be less effective, less flexible, and barriers to organizational change, or just not interested in career opportunities and professional development (Greller, 2000;Lyon, 1997;Solomon, 1995). Subsequently, organizations do not invest in their older employees because they presume that this investment will not pay off.…”

Section: Anticipated Work Conditionsmentioning

confidence: 99%

Employees' Intentions to Retire Early

Dam

Vorst

Heijden

2009

Journal of Career Development

107

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This study investigated the early retirement intentions of 346 older Dutch employees by extending the theory of planned behavior with anticipated work conditions. The results showed that employees who felt a pressure from their spouse to retire early had a strong intention to leave the work force before the official retirement age, that is 65. Also, employees' retirement attitude and perceived control over the retirement decision were related to early retirement intentions. Finally, the results indicated that employees might postpone early retirement when they anticipate working in a challenging and rewarding work environment. Together, our findings suggest a number of ways in which organizations can affect employees' early retirement decision making.

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Age Norms and Career Motivation

Cited by 14 publications

References 19 publications

Strategic Self Development for Successful Aging at Work

Strategic Self Development for Successful Aging at Work

Changes in social support for professional development and retirement preparation as a function of age

Employees' Intentions to Retire Early

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