HRM and Employee Performance for an Ageing Workforce: A Qualitative Study

Pahos, Nikolaos; Galanaki, Eleanna

doi:10.2139/ssrn.3546495

Cited by 1 publication

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“…Second, in the current study, we have not examined potential age differences that can be attributed to the accessibility of employees to HPWS opportunities, while the latter could explain part of the variance in our findings. Previous qualitative research findings already indicated that organizations avoid adopting differentiated practices for different age groups, as this could be considered as a sign of preferential treatment and/or discrimination (Pahos & Galanaki, 2020). In additional analyses using our data we explored this issue, and we tested for a possible difference in the perception of HPWS across the younger and the older age groups and found no significant differences between the two groups (t = .597, p = .551, df = 340).…”

Section: M Itations a Nd Fu T Ur E R E S E A Rchmentioning

confidence: 99%

The Moderating Effect of Age on the Association Between High-Performance Work Systems and Employee Performance in Different Work Roles

Pahos

Galanaki

Heijden

et al. 2021

Work, Aging and Retirement

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High performance work systems (HPWS) have been shown to associate with performance at diverse levels. In this article, we study the effects of employee age on the relationship between HPWS and employee performance. We use a role-based measurement of employee performance, which introduces five roles that an employee can hold within an organization, namely the roles of Job holder, Career seeker, Innovator, Team member, and Organization member. Integrating social exchange theory with lifespan theories (i.e., future time perspective and socio-emotional selectivity theory), we propose that HPWS have different associations with job roles for older employees. Using 342 pairs of supervisors and their subordinates, that are nested in 111 service organizations, multilevel analyses show that HPWS positively associate with employee performance in the Organization member role. Moreover, the relationships between HPWS and performance in the Job holder and the Career seeker roles are weaker for older than for younger employees. The results are discussed in the light of the challenges they pose for the management of an aging workforce.

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Section: M Itations a Nd Fu T Ur E R E S E A Rchmentioning

confidence: 99%