No time for compromises: Age as a moderator of the relation between needs–supply fit and job satisfaction

Krumm, Stefan; Grube, Anna; Hertel, Guido

doi:10.1080/1359432x.2012.676248

Cited by 61 publications

(70 citation statements)

References 48 publications

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“…There will be more and more older employees in the workforce of Western companies as baby boomers reach early retirement age and the populous birth cohorts of the late 1960s and early 1970s begin to mature (Krumm et al, 2013;Ng and Feldman, 2010a,b). Therefore, to guarantee a resilient economic environment, policy makers are striving to keep individuals in employment longer.…”

Section: Discussionmentioning

confidence: 99%

“…Age and job identification may have a combined impact on entrepreneurial intention. Older employees are not only less likely to pursue new opportunities (Hart et al, 2004), but also more likely to exhibit more favorable attitudes toward their jobs (Hochwarter et al, 2001;Krumm et al, 2013;Ng and Feldman, 2010a), which may result in even lower entrepreneurial intentions. This higher level of job identification at an older age might be explained by socioemotional selectivity theory (Carstensen, 1991) that proposes that individuals adapt to aging by trying to maximize their social and emotional gains and minimize their social and emotional risks.…”

Section: H2: Job Identification Has a Negative Relation To Entreprenementioning

confidence: 99%

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Age, job identification, and entrepreneurial intention

Hatak

Harms

Fink³

2015

Journal of Managerial Psychology

152

108

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Structured Abstract:Purpose -The purpose of this paper is to examine how age and job identification affect entrepreneurial intention. Design/methodology/approach -The researchers draw on a representative sample of the Austrian adult workforce and apply binary logistic regression on entrepreneurial intention. Findings -The findings reveal that as employees age they are less inclined to act entrepreneurially, and that their entrepreneurial intention is lower the more they identify with their job. Whereas gender, education, and previous entrepreneurial experience matter, leadership and having entrepreneurial parents seem to have no impact on the entrepreneurial intention of employees. Research implications -Implications relate to a contingency perspective on entrepreneurial intention where the impact of age is exacerbated by stronger identification with the job. Practical implications -Practical implications include the need to account for different motivational backgrounds when addressing entrepreneurial employees of different ages. Societal implications include the need to adopt an age perspective to foster entrepreneurial intentions within established organizations. Originality/value -While the study corroborates and extends findings from entrepreneurial intention research, it contributes new empirical insights to the age and job-dependent contingency perspective on entrepreneurial intention.

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Section: Discussionmentioning

confidence: 99%

Section: H2: Job Identification Has a Negative Relation To Entreprenementioning

confidence: 99%

Age, job identification, and entrepreneurial intention

Hatak

Harms

Fink³

2015

Journal of Managerial Psychology

152

108

View full text Add to dashboard Cite

show abstract

“…Corroborating their line of reasoning, they found that if the organization required employees to display other emotions than they actually felt (thus creating emotional dissonance; Morris and Feldman 1996), this dampened older adults' job satisfaction more than it did younger adults' job satisfaction. In addition, the results of a survey of employees showed that older employees' job satisfaction was more strongly reduced when they experienced an incongruence of work values and job characteristics than was the satisfaction of young adults (Krumm et al 2013).…”

Section: The Role Of Employee Age In Effects Of Csrmentioning

confidence: 99%

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

et al. 2015

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Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913-1915, 2006, we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people's future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.

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“…These findings support our prediction that when older adults' emphasis of interpersonal closeness (i.e., intrinsic SWVs) is met by the actual work context (i.e., social situations), better performance outcomes are resulted. Similar to the proposition of the need-supply fit model, higher levels of work outcomes are attained when a person's desired work values are fulfilled by his/her work environment (Krumm et al, 2013;Shaw & Gupta, 2004). Note.…”

Section: Discussion Of Studymentioning

confidence: 85%

“…Past research on need-supply fit suggests that positive work outcomes are observed when one's needs and desired work values are met by the surrounding work context (Cable & Edwards, 2004;Krumm, Grube, & Hertel, 2013;see Kristof-Brown, Zimmerman, & Johnson, 2005 for a meta-analytic review). In addition to H2 that proposes that older employees will be benefited from emphasizing intrinsic SWVs, it is further speculated that such an agerelated positive effect of intrinsic SWVs would be stronger in social situations that offer opportunities for social interaction than in nonsocial situations.…”

Section: Effect Of Work Situationmentioning

confidence: 97%

Comparing Effects of Intrinsic and Extrinsic Social Values Between Younger and Older Employees

Yeung

Fung

Chan

2016

The Journal of Psychology

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Socioemotional selectivity theory proposes that older adults emphasize emotional goals and interpersonal closeness to a greater extent than do younger adults, suggesting that holding social work-related values (SWVs) may be beneficial to older employees. This project aimed at examining two dimensions of SWVs, intrinsic and extrinsic SWVs, and tested whether age and work situation would moderate their effects on self-rated job performance. A cross-sectional survey (Study 1, N = 357) and a 14-day experience sampling study (Study 2, N = 77) were conducted among Chinese managerial employees. Study 1 showed that the direct effect of intrinsic SWVs on self-rated job performance was stronger in older employees than in younger employees. Study 2 demonstrated that older employees who valued intrinsic SWVs while being in social situations performed much better than when they did not value intrinsic SWVs but being in social situations; however such positive effect was not shown in younger employees. Findings of this project reveal that the effect of SWVs varies across locus of effect (intrinsic versus extrinsic), age, and work situation. Among older employees, the positive effect of intrinsic SWVs is more crucial than that of extrinsic SWVs on self-rated job performance. Findings of this project imply that intrinsically rewarding incentives would be more effective in motivating older employees to reach peak performance.

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No time for compromises: Age as a moderator of the relation between needs–supply fit and job satisfaction

Cited by 61 publications

References 48 publications

Age, job identification, and entrepreneurial intention

Age, job identification, and entrepreneurial intention

Catering to the Needs of an Aging Workforce: The Role of Employee Age in the Relationship Between Corporate Social Responsibility and Employee Satisfaction

Comparing Effects of Intrinsic and Extrinsic Social Values Between Younger and Older Employees

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