By P. Matthijs Bal, Dorien T.A.M. Kooij, Denise M. Rousseau
This publication makes a speciality of the getting older team from the employment courting standpoint. This leading edge ebook in particular specializes in how agencies can make sure their getting older staff stay influenced, effective and fit. In 15 chapters, numerous specialists in this subject describe how companies via potent human source administration can make sure that staff may be able to proceed operating at larger age. moreover, this booklet discusses the position older staff themselves play in carrying on with paintings at larger age. to do that, the authors combine learn from diverse components, corresponding to literature on management, mental contracts and variety with literature at the getting older staff. via this integration this publication presents leading edge methods for firms and employees to keep up productiveness, motivation and health and wellbeing. getting older employees and the Employee-Employer courting summarizes the newest examine on how employment relationships swap with age and its implications for aiding the health, motivation and productiveness of older employees. It identifies how one can increase how either businesses and employees resolve the issues they face. those comprise larger designed employment practices and extra adaptive activity content material and developmental possibilities for getting older employees besides actions getting older staff can interact to reinforce their very own task crafting, studying and employability.
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Extra info for Aging Workers and the Employee-Employer Relationship
Vorauer, J. , Main, K. , & O’Connell, G. B. (1998). How do individuals expect to be viewed by members of lower status groups? Content and implications of meta-stereotypes. Journal of Personality and Social Psychology, 75, 917–937. Walker, A. (1999). Combating age discrimination at the workplace. Experimental Aging Research, 25, 367–377. , & Pennington, J. (1993). Views about age discrimination and older workers. In P. Taylor, A. Walker, B. Casey, H. Metcalf, J. Lakey, P. Warr, & J. ), Age and employment: Policies and practices (pp.
Jack looks about his age – most people would guess “early sixties”. He is divorced, no children, and moved to a new city to take this job. Fred is a 61-year-old male. He has been with the same organization most of his career and has moved up the management ranks from an early management fast track program right out of college many years ago. Most people would guess that Jack is in his late forties, no more than 50. He is married with four children and three grandchildren. One of his daughters and her son has moved in recently with Jack and his wife.
Indeed, Jack holds some younger worker stereotypes too, and he sometimes questions whether the younger, less experienced people in high positions at Techland have a lot to teach him. Taken together, these may pose consequences for the development of the employment relationship, as Jack may resist open engagement in the learning component of the socialization process, and not put full trust in organizational agents that he does not entirely respect. Misinformation, then, is likely to be built into the foundation of the relationship.