Blended Working and the Employability of Older Workers, Retirement Timing, and Bridge Employment

Abstract

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Retaining an ageing workforce: The effects of high‐performance work systems and flexible work programmes

“…FWPs can thus help these employees to continue working while upholding these priorities. Furthermore, some distinct concerns that commonly appear with age, such as looking after grandchildren or fulfilling family caregiving responsibilities, can be better addressed through job flexibility (Van Yperen & Wörtler, ). Second, older employees may find FWPs useful for dealing with needs arising from losses in physical and mental abilities.…”

“…Emphasis has therefore been placed on the need to analyse the extent to which the practices and initiatives put forward for retaining employees are equally effective when applied to an older workforce (Kooij et al, ). Otherwise, the use of such initiatives in today's labour market would not be the best way of reining in the loss of invaluable expertise and knowledge or of resolving the forecasted labour shortages due to declining birth rates (Van Yperen & Wörtler, ).…”

Do blended working arrangements enhance organizational attractiveness and organizational citizenship behaviour intentions? An individual difference perspective

“…Blended working arrangements (BWAs) have the potential to deliver various benefits. For example, they can extend older employees' employability and smooth their transition from employment to retirement (Dropkin et al, 2016;Van Yperen & Wörtler, 2017b) and are, therefore, seen as relevant to resolving societal issues linked to ageing workforces (Phillips & Siu, 2012). Furthermore, a meta-analysis has linked blended working practices to various desirable outcomes including enhanced performance and job satisfaction (Gajendran & Harrison, 2007).…”

The Interplay of digitalization, organizational support, workforce agility and task performance in a blended working environment: evidence from Indian public sector organizations

“…Blended working (BW) i.e. working both from home (WFH) as well as office / actual work location, has been practised by organizations operating in information technology-enabled services for a long time (Van Yperen & Wörtler, 2017 ; Van Yperen et al, 2014 ; Wörtler et al, 2020 ). Contrarily, many large organizations including the public sector and state-owned organizations have been primarily following the practice of work from an office (WFO).…”

“…Under such conditions, it is important to understand employees’ performance behaviours and their drivers which have not been sufficiently covered in the extant literature on BW (e.g. Van Yperen & Wörtler, 2017 ; Van Yperen et al, 2014 ; Wörtler et al, 2020 ).…”