Recruitment and Retention Strategies for Mature Workers

Cleveland, Jeanette N.; Maneotis, Sarina M.

doi:10.1093/oxfordhb/9780199746521.013.0139

Cited by 4 publications

(3 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In addition, as suggested by Barrick, Mount, and Li (2013), task and social characteristics of work should be aligned with employees' motivational orientations in order to encourage work participation. Specifically, researchers (e.g., Cleveland & Maneotis, 2013;Ng & Feldman, 2012) have identified key components in building a supportive work context to retain older employees, such as promoting a sense that employees were valued, providing opportunities for socialization and community involvement, and facilitating intergenerational communications and mentoring opportunities. The current findings support these practical recommendations.…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Retirees’ motivational orientations and bridge employment: Testing the moderating role of gender.

Zhan¹,

Wang²,

Shi³

2015

Journal of Applied Psychology

View full text Add to dashboard Cite

Bridge employment refers to the labor force participation after people retire from career jobs. It is becoming a prevalent phenomenon for retirees transitioning from employment to complete work withdrawal. Building on existing literature on retirement transition and older adults' work motivation, the present study examined the effects of 3 motivational orientations (i.e., status striving, communion striving, and generativity striving) in relating to retirees' bridge employment participation (i.e., bridge employment status and bridge employment work hours). This study also applied the social gender role theory to examine the effect of gender in moderating the effects of motivational orientations. Data from 507 Chinese retirees in Beijing revealed that communion striving and generativity striving were positively related to bridge employment participation. Further, gender moderated the effect of status striving such that status striving was positively related to bridge employment participation for male retirees but not for female retirees. In addition, exploratory analysis was conducted to examine the effects of the same set of motivational orientations on postretirement volunteering activities. Results showed that status striving was negatively related to volunteering after retirement. The findings are discussed in terms of their theoretical implications for the bridge employment literature and practical implications for recruiting and retaining older workers.

show abstract

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Retirees’ motivational orientations and bridge employment: Testing the moderating role of gender.

Zhan¹,

Wang²,

Shi³

2015

Journal of Applied Psychology

View full text Add to dashboard Cite

show abstract

“…In contrast, age discrimination can be less prominent when vertical work relationships are involved. In particular, older employees make up an increasing proportion of managers, supervisors, and executives (Cleveland & Maneotis, 2013), and these older employees are less likely to be viewed as falling behind career timetables or conducting inappropriate work tasks. Moreover, chronological age is one of the few universal human experiences (Lawrence, 1988).…”

Section: Theoretical and Practical Implicationsmentioning

confidence: 99%

Leveraging age diversity for organizational performance: An intellectual capital perspective.

Li¹,

Burmeister²,

Wang³

et al. 2021

Journal of Applied Psychology

View full text Add to dashboard Cite

The global trend of increasing workplace age diversity has led to growing research attention to the organizational consequences of age-diverse workforces. Prior research has primarily focused on the statistical relationship between age diversity and organizational performance without empirically probing potential mechanisms underlying this relationship. Adopting an intellectual capital perspective, we posit that age diversity affects organizational performance via human and social capital. Furthermore, we examine workplace functional diversity and age-inclusive management as two contingent factors shaping the effects of age diversity on human and social capital. Our hypotheses were tested with a large manager-report workplace survey data from the Society for Human Resource Management (N = 3,888). Results indicate that age diversity was positively associated with organizational performance through the mediation of increased human and social capital. In addition, functional diversity and age-inclusive management amplified the positive effects of age diversity on human and social capital. Our research sheds light on how age-diverse workforces may create value through cultivating knowledge-based organizational resources (i.e., human and social capital).

show abstract

“…5 for more details on HRM for older workers). Cleveland and Maneotis ( 2013 ) outlined key components of a supportive work context for older worker recruitment and retention. A supportive work context for older workers should be characterized by a sense that employees were valued, opportunities for socialization and community involvement, fl exibility and autonomy, and intergenerational communications and mentoring opportunities.…”

Section: Organizations' Hrm Practices and Job Designmentioning

confidence: 99%