Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

Abstract

The workforce in most industrialized countries is aging and becoming more age-diverse, and this trend is expected to continue throughout the twenty-first century. Although there has been an increased interest in research on age differences at work, few studies have examined actual interventions designed to support workers at different points across the life span. In this article, we review the literature related to aging at work, including physical, cognitive, personality, and motivational changes; life-span development theories; age stereotyping; age diversity; and work-life balance. Based on this review, we propose a number of avenues for intervention research to address age differences at work. We conclude by identifying critical challenges specific to studying age at work that should be addressed to advance research on interventions.12.1

Age diversity management and organisational outcomes: The role of diversity perspectives

“…This is an important step forward in understanding what constitutes a comprehensive approach to diversity management (Kulik et al, ). Research in this direction can also benefit from adopting the “bundles of HR practices” approach (development, maintenance, utilisation, and accommodative) towards diversity management (Kooij et al, ; Truxillo et al, ). Second, the low response rate may limit the generalisability of the results.…”

“…Third, the conceptual framework, design, and methods of our study provide strong empirical evidence. In particular, we include a range of age diversity practices and work‐life programmes (Truxillo, Cadiz, & Hammer, ). Past age diversity management research has focused on a small set of age diversity practices and does not include work‐life programmes (e.g., Bieling et al, ; Kunze et al, ).…”

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

“…After all, needs may differ strongly between employees. For example, needs, motives, and values are influenced by adult development and work experiences across the life span (Kooij et al 2011;Truxillo et al 2015). Given that CSR addresses various employee needs and motives, and that these needs and motives are partly determined by life span characteristics, one would expect the effects of CSR on employee satisfaction to be moderated by employee chronological age.…”

“…One consequence is that organizations need to develop and implement age-sensitive organizational policies and practices (Hertel and Zacher 2015;Truxillo et al 2015). Specifically, management finds itself challenged with the task to keep older workers satisfied with their work in order to maintain organizational effectiveness.…”

HR practices for enhancing sustainable employability: implementation, use, and outcomes

“…Many industrialized countries are faced with a rapidly aging workforce and a declining availability of young workers (Eurostat, 2016;Toossi, 2012). To prevent possible labor market shortages and to sustain retirement systems, many countries have begun to raise the official retirement age (Truxillo, Cadiz, & Hammer, 2015;van Dam, van Vuuren, & Kemps, 2017). As a consequence, employees' careers have extended substantially, and the necessity of investing in employees' sustainable employability (i.e.…”