Inclusive leadership, matured age HRM practices and older worker wellbeing

Teo, Stephen; Bentley, Tim; Nguyen, Diep; Blackwood, Kate; Catley, Bevan

doi:10.1111/1744-7941.12304

Cited by 13 publications

(2 citation statements)

References 40 publications

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“…Examples of such contextual factors, which have been identified in previous studies, include the presence of a leader who conveys meaning to their followers through value-driven techniques (Zeb et al. , 2020; Teo et al. , 2022).…”

Section: Literature and Hypothesesmentioning

confidence: 99%

Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model

Ahmad

Fatima

2023

LODJ

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PurposeThe aim of the study is to identify the ways of making work a calling for employees. Based on signaling theory, the authors present an integrated model to develop calling in employees by finding an indirect effect of meaningful leadership on calling through sustainable human resource management (SHRM) practices. Furthermore, the authors predict that meaningful work will moderate this mediating effect.Design/methodology/approachIn a three-wave time-lagged study, the authors followed 187 workers from multiple organizations across Pakistan to examine how meaningful leadership influences employee calling through SHRM practices in the form of signals. The authors established that this indirect effect is stronger when employees perceive their work as meaningful. The authors used structural equation modeling in MPlus to test a moderated mediational model.FindingsThe results show that meaningful leadership is positively related to calling through SHRM practices, and meaningful work significantly moderates this mediating relationship. Specifically, the indirect effect of meaningful leadership is stronger when meaningful work is high.Originality/valueThe study substantiates the high importance of meaningful leadership as a signaler and provides insight into the mechanism of meaningful work as a contingency to develop a calling. The uniqueness of the study lies in testing meaningful leadership empirically and identifying external antecedents of calling among employees.

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Section: Literature and Hypothesesmentioning

confidence: 99%

Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model

Ahmad

Fatima

2023

LODJ

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“…COR has been increasingly used in research examining various aspects of HRM practice and employment issues (e.g. Lapointe and Vandenberghe, 2018;Meijerin et al, 2020;Teo et al, 2022) and is employed here to consider the resource losses and gains experienced by young carers and the need for greater attention to attraction and retention of this vulnerable part of the workforce.…”

Section: Rq2 How Can Organisations and Hrm Practitioners Better Suppo...mentioning

confidence: 99%

Addressing the challenge of engaging in paid work while undertaking unpaid caring: insights for improving employment inclusion of young carers

Hutchings,

Radford,

Spencer

et al. 2023

EDI

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PurposeThis paper aims to explore challenges and opportunities associated with young carers' employment in Australia.Design/methodology/approachUsing a multi-stakeholder approach, this study captures the reflections of stakeholders (n = 8) and young carers (n = 10) about opportunities for, and experiences of, paid employment for young carers.FindingsDespite many organisations internationally increasingly pushing diversity agendas and suggesting a commitment to equal opportunity experiences, this study found that young carers' work opportunities are often disrupted by their caring role. For young carers to be successful in their careers, organisations need to provide further workplace flexibility, and other support is required to attract and retain young carers into organisations and harness their transferrable skills for meaningful careers.Practical implicationsThe paper highlights important implications for human resource management practitioners given the need to maximise the participation of young carers as workers, with benefits for young carers themselves, employers and society.Originality/valueThe research adds to the human resource management and work–family conflict literature in examining young carers through drawing on Conservation of Resources theory to highlight resources invested in caring leads to loss of educational and work experience resources. This leads to loss cycles and spirals, which can potentially continue across a lifetime, further contributing to disadvantage and lack of workplace and societal inclusion for this group of young people.

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Embracing Inclusive Leadership for Collaborative Healthcare Work Environments: Fostering Wellness in Ambivalent Situations

Grimani,

Gotsis

2023

The Palgrave Handbook of Fulfillment, Wellness, and Personal Growth at Work

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Inclusive leadership, matured age HRM practices and older worker wellbeing

Cited by 13 publications

References 40 publications

Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model

Meaningful leadership and sustainable HRM: catalysts for follower calling – a moderated mediational model

Addressing the challenge of engaging in paid work while undertaking unpaid caring: insights for improving employment inclusion of young carers

Embracing Inclusive Leadership for Collaborative Healthcare Work Environments: Fostering Wellness in Ambivalent Situations

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