Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate

Bal, P. Matthijs; Jong, Simon B. de; Jansen, Paul; Bakker, Arnold B.

doi:10.1111/j.1467-6486.2011.01026.x

Cited by 202 publications

(302 citation statements)

References 74 publications

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“…The study of Bal et al (2012) showed that flexibility i-deals related to motivation to continue working beyond retirement, while the study of Bal and De Lange (2015) showed that flexibility was related to higher employee engagement and performance. found that use of flexible careers was related to higher employee engagement and subsequent career success, while Pitt-Catsouphes and Matz-Costa (2008) showed that flexibility fit was positively related to employee engagement.…”

Section: Employee Perceptions On Workplace Flexibility For Older Workersmentioning

confidence: 99%

“…The panel study of Golden (2008) among a large sample of US employees revealed a negative relationship between age and having access to flexible work schedules. Moreover, the study of Bal et al (2012) shows a negative correlation between age and flexibility i-deals, indicating that older workers are less likely to negotiate ideals concerning flexibility at work. However, research also shows that older workers in bridge jobs have higher access to flexible work options than older workers in career jobs (ArmstrongStassen, 2008a,b).…”

Section: Employee Perceptions On Workplace Flexibility For Older Workersmentioning

confidence: 99%

“…When coworkers accept a negotiated flexibility deal, the deal will be more likely to be perceived as fair, such that the focal employee can manifest the deal in the workplace (Greenberg et al, 2004). Moreover, based on the same line of reasoning, Bal et al (2012) argued and showed that i-deals will be more strongly related to motivation to continue working beyond retirement when there is a supportive climate for older workers, focusing on the continuous development and not on disengagement of workers when they become older. Hence, the literature on idiosyncratic deals informs the flexibility literature by showing the crucial role of organizational climate in influencing the degree to which employees perceive to be able to implement flexibility in their jobs.…”

Section: Factors Influencing the Impact Of Flexibilitymentioning

confidence: 99%

“…Thus, as older workers are very different from each other, it is insufficient to take a one-size-fits-all approach towards the management of employment relationships with older workers. This idea was developed by Bal et al (2012), who proposed that to enhance motivation to continue working, a flexible, individualized approach is needed towards workers. developed this idea further theoretically, and explained how idiosyncratic deals may be especially important for older workers in retaining them in the workforce and enabling them to continue working at higher ages.…”

Section: The Theory Of Aged Heterogeneitymentioning

confidence: 99%

“…It has been argued that flexibility could provide a useful tool for both organizations and employees to enhance motivation, fulfilment and productivity in later life, and to ensure older workers to be able and willing to continue working (Bal, De Jong, Jansen, & Bakker, 2012). Hence, when organizations want to retain and motivate their older workers, HR-4 systems have to be adapted to allow more flexibility in how employees develop their careers and how they balance work obligations with personal lives.…”

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Workplace Flexibility across the Lifespan

Bal¹,

Jansen²

2016

Research in Personnel and Human Resources Management

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As demographic changes impact the workplace, governments, organizations and workers are looking for ways to sustain optimal working lives at higher ages. Workplace flexibility has been introduced as a potential way workers can have more satisfying working lives until their retirement ages. This paper presents a critical review of the literature on workplace flexibility across the lifespan. It discusses how flexibility has been conceptualized across different disciplines, and postulates a definition that captures the joint roles of employer and employee in negotiating workplace flexibility that contributes to both employee and organization benefits.Moreover, it reviews how flexibility has been theorized and investigated in relation to older workers. The paper ends with a future research agenda for advancing understanding of how workplace flexibility may enhance working experiences of older workers, and in particular focuses on the critical investigation of uses of flexibility in relation to older workers.Flexibility can be regarded as one the key concepts of the contemporary workplace (Bird, 2015). Organizations try to become more flexible and adaptable to ever changing economic circumstances (Volberda, 1996; Way et al., 2015), while employees are expected to be more flexible in how they approach their jobs and careers (Hill et al., 2008a). Moreover, employees are increasingly looking for more flexibility in how they balance their work with their personal lives (Allen, Johnson, Kiburz, & Shockley, 2013;Ferguson, Carlson, & Kacmar, 2015), and in how they develop their careers (Moen & Sweet, 2004). Finally, governments across the world have increasingly responded to these trends by declaring flexibility the keyword for the future workforce and workplace (Johnson, 2011). In all these instances the denotation 'flexibility' refers to a different object and consequently has a different meaning. 3It is not surprising that the increasing popularity of the allegedly multi-interpretational term flexibility has coincided with rapid demographic changes in the workforce, including the aging of populations across the world (Kooij, 2015;Zacher, 2015). These demographic changes have caused governments, organizations, and employees to take a different position in how work and careers are both conceived and realized when life expectancy will rise to 100 years and above. However, current retirement systems are largely based on people retiring at 65 years (Wang & Shultz, 2010). One of the more immediate consequences of the aging population is that the ratio of working vs. non-working people is declining rapidly, causing more non-working people to be dependent upon a smaller number of people in jobs (Johnson, 2011). As these changes have put greater pressure on the affordability of pensions in many countries worldwide, governments have been engaging in the process of stimulating longer careers and ceasing with financially supporting early retirement. However, whereas the need for people to work beyond retirement has increased...

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Section: Employee Perceptions On Workplace Flexibility For Older Workersmentioning

confidence: 99%

Section: Employee Perceptions On Workplace Flexibility For Older Workersmentioning

confidence: 99%

Section: Factors Influencing the Impact Of Flexibilitymentioning

confidence: 99%

Section: The Theory Of Aged Heterogeneitymentioning

confidence: 99%

mentioning

confidence: 99%

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Workplace Flexibility across the Lifespan

Bal¹,

Jansen²

2016

Research in Personnel and Human Resources Management

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Understanding how aging experiences shape late career development

Fasbender

Vignoli

Topa

2022

The Career Development Quart

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Mature workers’ aging experiences are central in transforming the self and as such can shape career‐related outcomes, such as late career work engagement and motivation to continue working. We therefore investigate the relations between aging experiences (i.e., personal growth, gaining self‐knowledge, social loss, and physical loss) and career‐related outcomes. Moreover, we explore psychological capital as an adaptive set of resources that can explain how aging experiences are linked to mature workers’ motivation to continue working and late career work engagement. We test our hypotheses using structural equation modeling based on two‐wave data from a sample of 346 Spanish mature workers. Results showed that psychological capital mediated the positive effects of personal growth and gaining self‐knowledge as well as the negative effect of social loss on career‐related outcomes. By highlighting the links between mature workers’ experiences, resources, and career‐related outcomes, we contribute to a more profound understanding of late career development.

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Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity

Davis

Heijden

2018

Human Resource Dev Quarterly

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Following the 2007/2008 global financial crisis, the UK public sector has experienced major funding cuts resulting in staffing reductions and a dilution in the employment deal. Consequently, the aim of this study is to understand how i‐deals, which are unique conditions of employment negotiated between an individual and their employer (Rousseau, 2005), may be used to accept a new psychological contract and foster employee engagement during austerity. Four qualitative team case studies were conducted comprising senior, middle‐line, and first‐line managers, and either professional or nonprofessional employees, within one English local authority (LA). Methods included 29 × one‐to‐one and three focus group semistructured interviews incorporating the critical incident technique. By examining i‐deals through the lens of social exchange theory (Blau, 1964), this research demonstrates the role of reciprocity in the form of i‐deals to accept the new psychological contract and foster engagement. Here, for some employees, once concrete and universal resources were available to a certain level (e.g., pay), the difference (e.g., universal resources such as a pay rise, external training) was substituted by more particularistic resources (e.g., flexibility and developmental i‐deals) herewith extending Foa and Foa's (1976, 1980, and 2012) resource theory. Furthermore, resultant economic or social exchange may be due to the individual attribution of why the i‐deal was agreed, rather than the i‐deal content. Finally, when i‐deals are denied, action to lower the risk of psychological contract breach is advised.

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Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit Climate

Cited by 202 publications

References 74 publications

Workplace Flexibility across the Lifespan

Workplace Flexibility across the Lifespan

Understanding how aging experiences shape late career development

Reciprocity matters: Idiosyncratic deals to shape the psychological contract and foster employee engagement in times of austerity

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