Workplace Perception and Job Satisfaction of Older Workers

Raab, Roman

doi:10.1007/s10902-019-00109-7

Cited by 18 publications

(21 citation statements)

References 32 publications

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“…The control variables, included in all the analyses, are like those used in the literature focusing on job satisfaction (e.g. Bryson and White, 2016; Clark, 1997; Clark et al, 1996; Gazioglu and Tansel, 2006; Hauret and Williams, 2017; Kifle, 2014; Raab, 2020; Sousa-Poza and Sousa-Poza, 2000; Stutzer and Frey, 2008). Online supplementary material Table S.3 presents these variables and provides descriptive statistics comparing the characteristics of employees, their job and their workplace related to their exposure-perception group.…”

Section: Methodsmentioning

confidence: 99%

How do HRM practices improve employee satisfaction?

Hauret

Martin

Omrani

et al. 2020

Economic and Industrial Democracy

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Using employer–employee data, this article studies the relationships between the bundle of human resource management (HRM) practices and job satisfaction. By simultaneously integrating employee HRM exposure and HRM perception, which remains scarce in the literature, the authors find that a high HRM exposure is not sufficient to improve job satisfaction when employee HRM perception is taken into account. Moreover, the study highlights that differences in the level of employee HRM perception, contrary to the level of exposure, influence the way employees react to their personal, job and workplace characteristics. The results suggest a role for managers to strengthen employee positive HRM perception to improve job satisfaction.

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Section: Methodsmentioning

confidence: 99%

How do HRM practices improve employee satisfaction?

Hauret

Martin

Omrani

et al. 2020

Economic and Industrial Democracy

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“…Accordingly, older workers feel positive psychological wellbeing when they receive opportunities to develop new skills, adequate support to cope with difficult situations, and recognition for their work efforts (Petery et al. 2019; Raab 2020). These specific characteristics of HR practices concerning older workers can predict their psychological wellbeing stronger than the salary perspective (Petery, Andrei and Parker 2019; Raab 2020).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…2019; Raab 2020). These specific characteristics of HR practices concerning older workers can predict their psychological wellbeing stronger than the salary perspective (Petery, Andrei and Parker 2019; Raab 2020).…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

“…Although HRM can play a critical role in contributing to the psychological wellbeing of employees (Guest 2017), very few studies explore the linkage between HR practices and the psychological wellbeing of older workers (Petery, Andrei and Parker 2019). Accordingly, older workers feel positive psychological wellbeing when they receive opportunities to develop new skills, adequate support to cope with difficult situations, and recognition for their work efforts (Petery et al 2019;Raab 2020). These specific characteristics of HR practices concerning older workers can predict their psychological wellbeing stronger than the salary perspective (Petery, Andrei and Parker 2019;Raab 2020).…”

Section: Inclusive Leadership and Older Workers' Psychological Wellbeingmentioning

confidence: 99%

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Inclusive leadership, matured age HRM practices and older worker wellbeing

Teo

Bentley

Nguyen

et al. 2021

Asia Pac J Human Res

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The influence of the work environment on psychological wellbeing is an important consideration for organisations to motivate and retain older workers. This study examines how organisational factors can enhance older workers' psychological wellbeing. Drawing on the Conservation of Resources Theory, we propose that the interaction of two organisational factors, inclusive leadership, and mature-age human resource (HR) practices, can foster older workers' psychological wellbeing. Online panel data were collected from a sample of 398 older workers in the Australian public sector. Results showed that mature-age HR practices positively and partially mediated the relationship between inclusive leadership and psychological wellbeing. More importantly, we found that inclusive leadership acted as an antecedent and moderator by enhancing the ability of mature-age HR practices to beneficially influence the psychological wellbeing of older workers. Based on the findings, we discuss theoretical and practical implications.

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“…To contribute to the literature in this field, and considering the need to include employees' perception for the analysis of the effect of organizational CSR practices on their happiness (Raab, 2020), the present research relies on employees' perception about internal CSR practices to explore the relationship between organizational culture, internal CSR and employee happiness. Galbreath (2010) states that scarce theoretical and empirical attention has been given to the exploration and understanding of the drivers that shape CSR.…”

Section: Introductionmentioning

confidence: 99%

Employee happiness and corporate social responsibility: the role of organizational culture

Espasandín-Bustelo

Ganaza-Vargas

Díaz-Carrión

2020

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PurposeThis research explores how does the organizational culture influence internal corporate social responsibility (CSR) actions and the effect of these actions on the level of happiness of employees.Design/methodology/approachThe study adopts an employee perspective since the perception of employees is the unit of analysis. By relying on a sample of 921 workers of firms from different sectors and sizes headquartered in Spain, the empirical analysis is performed using partial least squares.FindingsThe findings evidence that clan and adhocracy cultures highly foster internal CSR practices and that internal CSR activities enhance employees' happiness. The mediating role of internal CSR in the relationship between organizational culture and employee happiness is also found. These results suggest that managers could play a proactive role in fostering internal CSR by designing the organizational culture according to features of clan and adhocracy cultures such as flexibility, innovation, creativity, autonomy, communication, training and support of supervisors.Research limitations/implicationsThe research focuses on a single country, which makes it difficult to generalize the results and guides future research into cross-cultural analysis. Including countries that present differences in their cultural and institutional context would allow to explore the influence of the national context on the business culture, on internal CSR and on employee happiness. This work is also limited in time, as the data used are of a cross-cultural nature.Practical implicationsA greater effort in internal CSR by companies translates into a higher level of happiness for their workers. Specifically, occupational health and safety practices have the greatest influence on employee happiness. Hence, organizations must develop cultures that contribute to promote internal CSR—adhocracy and clan—since this would enhance employees' happiness if the values and beliefs that characterize these cultural configurations are translated into internal CSR practices such as occupational health and safety, work–life balance and equal opportunities.Social implicationsThe improvement of employee happiness creates social value and can be enhanced through an organizational culture that promotes CSR. The research findings might be useful when defining institutional policies to promote job quality, as encouraged by the social policy agenda of the United Nations embodied in the Sustainable Development Goals.Originality/valuePromoting internal CSR through organizational culture will have positive effects for companies internally by enhancing employees' happiness. Therefore, the article contributes to overcome the lack of evidence about the antecedents of internal CSR and its relationship with employees' happiness, an emerging variable in the management literature.

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Workplace Perception and Job Satisfaction of Older Workers

Cited by 18 publications

References 32 publications

How do HRM practices improve employee satisfaction?

How do HRM practices improve employee satisfaction?

Inclusive leadership, matured age HRM practices and older worker wellbeing

Employee happiness and corporate social responsibility: the role of organizational culture

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