Career success of older workers: the influence of social skills and continuous learning ability

Hennekam, Sophie

doi:10.1108/jmd-05-2014-0047

Cited by 34 publications

(49 citation statements)

References 72 publications

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“…Perception of career progression changes as employees get older (Bown-Wilson and Parry, 2013;Visagie and Koekemoer, 2014). Hennekam (2015) found that workers have higher career satisfaction as they age. A positive correlation, therefore, exists between age and career satisfaction (Visagie and Koekemoer, 2014).…”

Section: Careermentioning

confidence: 99%

The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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The world population is aging rapidly. The United Nations listed aging as one of the main social transformations of the twenty-first century. Aging impacts project managers as well. The most prevalent form of discrimination in workplaces is age discrimination. This study evaluated how project managers’ age influences project success. The population was 108 active or former project managers working in Albania or Kosovo. By using quantitative analysis, it was demonstrated that project managers’ age did not significantly predict project success. Therefore, there is a need to increase awareness among employers, so older project managers are not discriminated based on age.

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Section: Careermentioning

confidence: 99%

The Influence of Project Manager’s Age on Project Success

Hoxha

McMahan

2019

EPPM-Journal

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“…Scholarly works have recently built new models to understand the factors that influence CM and its changeable nature. However, most of these empirical works relied on key organizational factors such as promotion policies and salary structure (Hennekam, 2015). The insufficient understanding of individual factors has been a substantial problem in comprehending the dynamic nature of CM (Haibo, Xiaoyu, Xiaoming, & Zhijin, 2018;Ito & Brotheridge, 2005).…”

Section: Introductionmentioning

confidence: 99%

The Mediation Role of Career Adaptability between Career Commitment and Career Motivation: An Empirical Investigation

Najib

Aljanabi

2020

IMBR

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This study investigates the nexus between career commitment, adaptability and motivation, and the mediation role of career adaptability on the relationships between career commitment and motivation. Data were collected randomly from marketers working in the telecommunication sector in the Kurdistan region of Iraq through online questionnaires. There were 121 out of 285 forms received and analyzed using the structural equation modeling approach. The findings indicate that both career commitment and adaptability have direct effects on career motivation. Furthermore, a mediation effect of career adaptability was identified in the relationship between career commitment and motivation. The findings of the study contribute to the career motivation literature by investigating the effects of individual factors, namely career commitment and career adaptability, on career motivation in the context of developing countries. The study also points out the compound effect of these factors on career motivation.

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“…O ageism tem sido estudado a partir da perspectiva da percepção de gestores de RH (BROOKE;TAYLOR, 2005;HASSEL;PERREWE, 1995;HENKENS, 2005;POSTHUMA;6 CAMPION, 2009;ROSCIGNO et al, 2007;WALKER, 1998) ou, ainda, a partir da própria literatura existente sobre o tema (VASCONCELOS, 2015). Autores também se dedicaram a desenvolver um modelo de mudança social sustentável tendo em vista o envelhecimento da força de trabalho (ANGELONI; BORGOLOVI, 2016) e a influência de competências e satisfação com a carreira dos trabalhadores mais velhos (HENNEKAM, 2015). São discutidas também as práticas de gestão da idade que devem ser adotadas nas organizações, a fim de combaterem as barreiras etárias (MALATEST; ASSOCIADOS, 2003;NAEGELE;WALKER, 2006, ARMSTRONG-STASSEN, 2008.…”

Section: Introductionunclassified

Envelhecimento Profissional: Percepções E Práticas De Gestão Da Idade

Cepellos¹,

Tonelli²

2017

ALCANCE

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Doi: alcance.v24n1.p4-21RESUMO O envelhecimento é um dos fenômenos mais significativos do século XXI. Apesar dos dados demográficos enfatizarem a relevância do envelhecimento em nosso país, a literatura acadêmica ainda não aborda o tópico de forma abrangente. Assim, este estudo investiga quais as percepções de gestores de Recursos Humanos de empresas instaladas no Brasil a respeito dos profissionais com mais de 50 anos e quais são as práticas de gestão de idade adotadas por suas empresas. Os dados foram coletados junto a 138 gestores de RH por meio do preenchimento de questionário on-line e analisados estatisticamente. Os resultados permitiram identificar que, apesar do rápido envelhecimento populacional brasileiro, as empresas estudadas não estão preparadas para o envelhecimento da força de trabalho. As práticas de gestão da idade se mostram pouco adotadas pelas empresas estudadas, ainda que a percepção dos gestores acerca dos profissionais mais velhos seja relativamente positiva. O artigo contribui para a área de RH na medida em que apresenta a discussão sobre as percepções de gestores e práticas de gestão de idade, tópicos que, embora abordados internacionalmente, ainda não tinham sido explorados na literatura acadêmica nacional. O estudo pretende despertar o interesse de profissionais da área para uma maior reflexão sobre as condições de trabalho de profissionais mais velhos.Palavras-chave: Envelhecimento. Práticas de Gestão. Percepção. ABSTRACTAging is one of the most significant phenomena of the twenty-first century. Although the demographic data emphasize the importance of aging in our country, the academic literature still has not addressed the topic in a comprehensive way. This study investigates the perceptions of Human Resources managers of companies in Brazil, concerning professionals aged over 50 years, and the age management practices adopted by their companies. Data were collected from 138 HR managers who were asked to fill out online questionnaire. Their responses were then statistically analyzed. The results showed that despite the rapid aging of the Brazilian population, the companies studied are not prepared for an aging workforce. Age management practices have been little adopted by the companies studied, although managers' perceptions of older professionals are relatively positive. This article contributes to the area of HR by presenting a discussion of managers' perceptions age management practices. These are topics that, although addressed internationally, have not yet been explored by Disponível em: www.univali.br/periodicos

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Career success of older workers: the influence of social skills and continuous learning ability

Cited by 34 publications

References 72 publications

The Influence of Project Manager’s Age on Project Success

The Influence of Project Manager’s Age on Project Success

The Mediation Role of Career Adaptability between Career Commitment and Career Motivation: An Empirical Investigation

Envelhecimento Profissional: Percepções E Práticas De Gestão Da Idade

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