Empowerment of the professional ageing workforce: a review and development of a model

Naghavi, Mirali Seyed; Jofreh, Mahdieh Gholamzadeh; Vaezi, Reza; Ghorbanizadeh, Vajhollah

doi:10.1504/ejim.2019.098185

Cited by 3 publications

(1 citation statement)

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“…Furthermore, they confessed that competence development was unevenly distributed among employees, with younger employees, and employees in management and expert positions receiving the most competence development. This despite the facts that Liu et al [36] and Naghavi et al [37] found competence development, in terms of education and training, as an established way to support, develop and retain older workers. There was, however, no mention of models such as "age-friendly workplaces" put forward by Eppler-Hattab et al [5] or "flexible working arrangements" described by Stirpe et al [6].…”

Section: Discussionmentioning

confidence: 94%

Older workers and extended working life – Managers’ experiences and age management

Carlstedt,

Bjursell,

Nyman

et al. 2024

WOR

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BACKGROUND: In 2020 the Swedish Government started a gradual raising of the retirement age, but employers have been silent on the issue. Little is known about whether and how they reflect on what it will mean for their organization, or whether they already have, or are going to, make arrangements in order to facilitate and motivate older workers to stay longer. OBJECTIVE: The aim of this study was to explore and describe managers’ experiences of older workers and age management in connection with the increase of the retirement age in Sweden. METHODS: Data was collected through semi-structured interviews with fourteen managers from a broad set of organizations in the public and private sectors, and from the Middle and East of Sweden. The transcribed material was analysed in line with qualitative content analysis. RESULTS: The analysis ended up in seven main categories with associated sub-categories: Older Workers, Retirement Ages, Transition Initiatives, Competence Transfer, Competence Development, Increased Retirement Ages, Knowledge Gaps. CONCLUSION: Our findings reveal that there is an ambivalence in addressing the issue of age among the interviewed managers, what we have interpreted and labelled as “silent age discrimination”, and it was shown that they do not have elaborated strategies for age management.

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Section: Discussionmentioning

confidence: 94%

Older workers and extended working life – Managers’ experiences and age management

Carlstedt,

Bjursell,

Nyman

et al. 2024

WOR

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Empowered to Stay Active: Psychological Empowerment, Retirement Timing, and Later Life Work

2023

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Motivating older employees both to prolong their working lives and to stay active even after retirement has become increasingly important due to rising old-age dependency ratios. Later life work—including both paid work and volunteering—has thus become an important topic for scholars and practitioners. We aim to extend research on later life work by hypothesizing that psychological empowerment at work increases not only desired and actual retirement ages but also levels of later life work. Second, we test differential effects of psychological empowerment on later life work, expecting it to be more strongly related to paid work after retirement (i.e., bridge employment) than to volunteering. Third, we suggest that the relationship between psychological empowerment and bridge employment depends on the employees’ level of physical limitations. We used data from a longitudinal panel study in Germany in which structured telephone interviews were conducted. A sample of older individuals who had retired between two waves of measurement was drawn (time lag: three years; n = 210). The results of a path analysis support the postulated mediation. Furthermore, as expected, psychological empowerment more accurately predicted bridge employment than volunteering, and physical limitations moderated the relationship between psychological empowerment and bridge employment. Lastly, additional analyses on the individual empowerment facets revealed that only the competence facet played a significant role in the proposed hypotheses. Overall, our findings suggest that psychological empowerment may help to increase older employees’ motivation to delay retirement and to stay active even after retirement.

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Linking social capital and knowledge sharing: the moderating role of meaningful work with the mediation of emotional energy

Tran Pham

2022

VJIKMS

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Purpose Knowledge sharing contributes to the success of an organization in various ways. The purpose of this paper is to examine the effect of social capital on knowledge sharing through employees’ emotional energy. In addition, this study investigates the moderating effect of meaningful work in the relationship. Design/methodology/approach A quantitative and cross-sectional approach was performed to collect the data from 403 employees working in information technology (IT) enterprises in Vietnam. This study applies partial least squares structural equation modeling to access the impact of social capital on knowledge sharing, the mediating effect of emotional energy and moderating role of meaningful work on this relationship. Findings The results show that social capital has a significant positive effect on knowledge sharing. Moreover, employees’ emotional energy has a complementary effect on this relationship. Moreover, meaningful work has moderating effect on the relationship between social capital and knowledge sharing. Practical implications The findings of this study provide valuable evidence and implications for the executive of IT enterprise in boosting knowledge sharing among the employees, in improving their emotional energy, perception of the meaningfulness of their jobs. This is particularly important due to the significant role of knowledge sharing in innovation, development. Originality/value Based on a social perspective of knowledge management, this study pioneers the exploration of the mediating effect of employees’ emotional energy in the relationship between social capital and knowledge sharing and the moderating role of meaningful work.

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Empowerment of the professional ageing workforce: a review and development of a model

Cited by 3 publications

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Older workers and extended working life – Managers’ experiences and age management

Older workers and extended working life – Managers’ experiences and age management

Empowered to Stay Active: Psychological Empowerment, Retirement Timing, and Later Life Work

Linking social capital and knowledge sharing: the moderating role of meaningful work with the mediation of emotional energy

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