Retirees Who Returned to Work: Human and Social Capital Implications for Organizations

Venneberg, Donald L.; Wilkinson, Vida D.

doi:10.1080/15555240802188358

Cited by 9 publications

(8 citation statements)

References 14 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Retired women also identified outdated knowledge and skills as a major barrier to unretirement. This is consistent with Venneberg and Wilkinson (2008) who found that retired women were significantly more likely than retired men to identify obsolete knowledge and skills as a barrier to returning to work. The importance that the retired women placed on training and development practices targeted to older workers and skill obsolescence as a major barrier to returning to the labor force may reflect a lack of perceived employability by these women.…”

Section: Discussionsupporting

confidence: 89%

Gender Differences in How Retirees Perceive Factors Influencing Unretirement

Armstrong‐Stassen

Staats

2012

Int J Aging Hum Dev

View full text Add to dashboard Cite

Returning to paid employment after retirement is occurring in many developed countries and can be expected to increase in the future. This study compared how women (n = 202) and men (n = 347) who had retired from a managerial or professional career occupation perceived factors associated with unretirement. Retired professional women perceived reasons to unretire, age-friendly human resource practices, and re-entry barriers to have greater influence on retirees' decision to unretire than retired managerial women and retired men. Both groups of retired women perceived training and development opportunities to have more influence than retired men. A major contribution of this study is the identification of pre-retirement career occupation as having an important effect on how female, but not male, retirees perceived the various factors. The findings suggest that researchers and employers need to consider the diversity that exists among retirees, not only gender differences but also differences among retired career women.

show abstract

Section: Discussionsupporting

confidence: 89%

Gender Differences in How Retirees Perceive Factors Influencing Unretirement

Armstrong‐Stassen

Staats

2012

Int J Aging Hum Dev

View full text Add to dashboard Cite

show abstract

“…Retired employees are an important stakeholder to be considered in the CR strategy. They have a large store of human capital from their years of training and knowledge development and they have also a large store of social capital, represented by their networks both inside and outside the company (Venneberg & Wilkinson, 2008). Retired people will appreciate responsible organizations not ignoring the importance of this intellectual capital and failing to capitalize on it.…”

Section: Fourth Stage -Entrenching the Brand -Retaining The Right Empmentioning

confidence: 99%

Internal marketing for engaging employees on the corporate responsibility journey

Sánchez-Hernández

Grayson

2012

View full text Add to dashboard Cite

Purpose: The purpose of this paper is to explore whether internal marketing could be a powerful tool for engaging employees on the corporate responsibility journey.Design/methodology/approach: In the absence of empirical work linking internal marketing efforts in organizations and employee engagement in corporate responsibility issues, a conceptual approach based on literature review is carried out to determine the existing possibilities provided by internal marketing to enhance corporate responsibility. Findings:Reflexion from the extant literature indicates that, because employee engagement matters, internal responsibility should be put first.The internal marketing umbrella, including "selling internally" the idea of responsibility, facilitating internal communication, enhancing corporate volunteering or the possibility to become a social intrapreneur, could help to align employees' needs with corporate responsibility goals. Practical implications:The results suggest that managers must ensure that internal aspects of management, such as internal communication and employee commitment are taken into account in order to get success in corporate responsibility issues. Managers need to be more proactive trying Intangible Capital -http://dx.doi.org/10.3926/ic.305 -276 -to introduce the marketing function in human capital issues. Understanding employees' wants and needs and selling internally responsibility goals would make external efforts in developing a responsible strategy much more likely to succeed. Originality/value: Reflecting the literature which highlights the importance of internal marketing, we pay particular attention to their role on promoting corporate responsibility internally. The results indicate that while organizations strive to achieve corporate responsibility goals, it is expected that effectiveness will be greater among organizations using internal marketing tools for this purpose. To the best of our knowledge is the first time this relationship has been academically discussed offering recommendations for practitioners.

show abstract

“…Organizations, which invest heavily on their social capital by finding and recruiting the employees who have beneficial social connections, may have great advantage over others that do not prefer to follow such a strategy. This situation is evident from the findings of several studies (Gomez and Sanchez, ; McDonald and Elder, ; Kim and Cannella, ; Venneberg and Wilkinson, ). In this case, some factors like successful management of internal operations, quality of production, and level of human capital (Schultz, ) seem pointless.…”

Section: Introductionmentioning

confidence: 89%

“…Studies of some scholars (Snell and Wright, ; Collins and Clark, ; Gomez and Sanchez, ; Taylor, ; Makela et al ., ; Chuang, Chen and Chuang, ; Swart, and Kinnie, ), give us clues about the role of HRM practices on developing organizational social capital. Some of the authors (Kim and Cannella, ; Venneberg and Wilkinson, ) especially focus on the function of recruitment and selection in terms of developing organizational social capital. Therefore recruitment and selection preferences of HR departments for any kind of organizational level (Kozlowski and Klein, ) can affect emergence and development of internal and external networks.…”

Section: A Contingent Approach To Organizational Social Capitalmentioning

confidence: 99%

“…The objective of this study is not to search how tendency to develop social capital affects recruitment practices in organizations. This issue has already been examined by several authors (Granovetter, ; Gomez and Sanchez, ; McDonald and Elder, ; Kim and Cannella, ; Venneberg and Wilkinson ) with different theoretical approaches. The main concern of this study is to determine external and internal factors that lead organizations to form social capital via their recruitment and selection practices.…”

Section: Introductionmentioning

confidence: 95%

See 1 more Smart Citation