Entering the Retirement Zone: How Much Choice do Individuals Have?

Vickerstaff, Sarah

doi:10.1017/s1474746406003265

Cited by 29 publications

(34 citation statements)

References 7 publications

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“…In the past the weak employment rights of this age group meant that there were fewer opportunities for employees to continue working beyond age 65 (Vickerstaff, 2006). Employer casestudy research covering the early 2000s found that line managers were important in deciding whether an employee would be allowed to continue working beyond the 'normal' employer pension age (Vickerstaff et al 2003;Vickerstafff et al, 2004: Vickerstaff 2006aVickerstaff 2006b).…”

Section: Managing the Over-65s: A Marginal Activity?mentioning

confidence: 99%

Managing employees beyond age 65: from the margins to the mainstream?

Lain

Loretto

2016

Employee Relations

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Purpose: Against a backdrop of legislative and policy changes, this article assesses the extent to which the over-65 age-group is moving from the margins to the mainstream of UK employment. It aims to fill a gap in HR research and practice which, it is argued, has paid relatively little attention to the over-65s. Design:The analysis draws on three waves of the Labour Force Survey (2001, 2008 and 2014), to explore the extent to which organisational, occupational and sectoral marginalisation of the over65s has changed in the 21st Century. Overrepresentations of lower-level 'Lopaq' occupations reduced, and over-65s became more integrated across occupations and sectors. Research implications:More research is needed to understand the factors driving the steady move from the margins to the mainstream (for example, LFS does not measure pensions), and future research on the older workforce should automatically include workers in this age-group. Practical implications:The discussion considers the implications for managerial practice, in a context of increasingly age-diverse workforces.Originality/Value: This article addresses a gap in research into later-life working and also demonstrates the ways in which the nature of employment among the over-65s is changing, thereby challenging some of the assumptions about those who work into later life and how they are -or should be-managed.

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Section: Managing the Over-65s: A Marginal Activity?mentioning

confidence: 99%

Managing employees beyond age 65: from the margins to the mainstream?

Lain

Loretto

2016

Employee Relations

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“…A key finding is that organizations appear to deal with retention and recruitment issues regarding older workers in a non-systematic or case-by-case way (Hutchens & Grace-Martin, 2006;Oude Mulders et al, 2015;Vickerstaff, 2006): in general there are no or limited policies regarding recruitment and retention of older workers, and decisions about the (prolonged) employment of older workers appear to be made on other grounds. However, it is largely unclear how such organizational decisions can be explained.…”

Section: Introductionmentioning

confidence: 99%

European Top Managers’ Age-Related Workplace Norms and Their Organizations’ Recruitment and Retention Practices Regarding Older Workers

Mulders

Henkens

Schippers

2016

GERONT

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The published version is available online at: http://dx.doi.org/10.1093/geront/gnw076 Abstract Purpose of the Study: Top managers guide organizational strategy and practices, but their role in the employment of older workers is understudied. We study the effects that age-related workplace norms of top managers have on organizations' recruitment and retention practices regarding older workers.We investigate two types of age-related workplace norms, namely age equality norms (whether younger and older workers should be treated equally) and retirement age norms (when older workers are expected to retire), while controlling for organizational and national contexts. Data and Methods:We use data collected among top managers of 1088 organizations from six European countries. We run logistic regression models to estimate the effects of age-related workplace norms on four different organizational outcomes: (1) recruiting older workers; (2) encouraging working until normal retirement age; (3) encouraging working beyond normal retirement age; and (4) rehiring retired former employees.2

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“…Despite the extensive work which has been conducted in the US and Dutch contexts around retirement decisions, less has been conducted in this tradition from the UK where work has been approached, to a greater extent, from the perspective of social policy (McNair, 2006;Phillipson, 2004Phillipson, , 2002Platman, 2004;Vickerstaff, 2006;Vickerstaff et al, 2003). In the traditional perspective (at least in recent history) retirement was determined largely by institutionalised policies and so fell outside the domain of normal management activity.…”

Section: Discussionmentioning

confidence: 99%

“…The new retirement climate however is characterised by greater choice for individuals which, in turn, places pressure on employers to extend managerial activities into retirement. Employers and their practices are becoming central to providing the opportunities to individual older workers to extend their working lives (Vickerstaff, 2006).…”

Section: Timing Of Employee Retirementmentioning

confidence: 99%

The Role of Line Managers in Retirement Management and Their Perceptions of Their Role of the Timing of Employee Retirement

2013

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Purpose -The focus of this study is on line managers' attitudes towards their management role in respect of employee retirement. This study has two main aims. Firstly, it explores line managers' perspectives regarding retirement management (RM): their perceived responsibility for RM, the training they have received and the degree of decision latitude they experience in RM. Secondly, the study examines the factors that affect the extent to which line managers' perceive it to be their role to influence the timing of employees' retirement decisions. This is modelled as a function of employee characteristics and line manager attributes. The purpose of this research is to inform practice by describing differences in line managers' perceptions about retirement management and identify potential sources of bias in decision-making surrounding their decision-making.Design/methodology/approach -The design incorporates two studies: a survey of line mangers (N = 129) which investigates their attitudes towards RM, and a vignette study. In the survey, line managers were presented with a list of behaviours associated with managing older workers and asked to indicate which level in the organisation they perceived to be responsible for that (line manager, human resources or both). In addition, line managers' experiences of RM training and their assessments of how much latitude they have for decision making in the area were measured.In the vignette study, 192 scenarios were created which described hypothetical older workers based on the following variables: gender, grade, health, attitude towards retirement, work enjoyment, work performance and ease of replacement. Line managers (N = 129) were asked to indicate the extent to which they perceive that they have a role to play in the timing of older workers' retirement. Information about the line managers (demographics, attitudes to retirement and experience) was extracted from the survey and included in the analysis.Multilevel logit analysis was used to model the probability of the respondents' perceptions of their role in the timing of the retirement decision. The information was combined and multilevel models were estimated, with vignettes at the lower level (Level 1) of the multilevel structure and respondents at the upper level (Level 2).Findings -Line managers recognise their own role in retirement management activities, but perceive that a number of activities are shared with the centralised HR departments. Line managers also reported low levels of training in RM but acknowledge relatively high decision latitude in responding to requests for flexible working requests. In terms of their role in the 3 timing of employee retirement, line manager characteristics, but not employee characteristics, were found to exert an influence on line managers' perceptions of their role. Specifically, the gender and age of the manager, and whether or not the manager has prior experience of managing employees over the age of 65 were substantively associated with the probability that a man...

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Entering the Retirement Zone: How Much Choice do Individuals Have?

Cited by 29 publications

References 7 publications

Managing employees beyond age 65: from the margins to the mainstream?

Managing employees beyond age 65: from the margins to the mainstream?

European Top Managers’ Age-Related Workplace Norms and Their Organizations’ Recruitment and Retention Practices Regarding Older Workers

The Role of Line Managers in Retirement Management and Their Perceptions of Their Role of the Timing of Employee Retirement

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