By P. Matthijs Bal, Dorien T.A.M. Kooij, Denise M. Rousseau
This publication makes a speciality of the getting older crew from the employment dating viewpoint. This leading edge booklet particularly makes a speciality of how companies can ascertain their getting older employees stay inspired, effective and fit. In 15 chapters, numerous specialists in this subject describe how firms via powerful human source administration can make sure that staff may be able to proceed operating at larger age. additionally, this booklet discusses the position older staff themselves play in carrying on with paintings at larger age. to do that, the authors combine examine from varied parts, akin to literature on management, mental contracts and variety with literature at the getting older staff. via this integration this e-book presents leading edge methods for enterprises and staff to keep up productiveness, motivation and healthiness. getting older employees and the Employee-Employer courting summarizes the most recent examine on how employment relationships swap with age and its implications for aiding the health and wellbeing, motivation and productiveness of older employees. It identifies how you can increase how either businesses and employees remedy the issues they face. those contain 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 augment their very own task crafting, studying and employability.
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Additional resources for Aging Workers and the Employee-Employer Relationship
A key, unifying factor among these issues is that there is more than one party involved in some ongoing social and economic exchange. Unlike other social relationships, though, it is not as easy to pin a face on the parties, as “the organization” may sometimes seem an amorphous entity. But, any employee’s relationship with his/her organization is a relationship with other people. There are multiple agents in the organization that an employee may see as “the face of” the organization, and thus that employment relationship is not comprised of only one dyad, but may be an amalgamation of several different dyads (Shore, Porter, & Zahra, 2004).
Campion, M. A. (2009). Age stereotypes in the workplace: Common stereotypes, moderators, and future research directions. Journal of Management, 35, 158–188. Posthuma, R. , Wagstaff, M. , & Campion, M. A. (2012). Age stereotypes and workplace age discrimination. In W. C. Borman & J. W. ), The Oxford handbook of work and aging (pp. 298–312). New York: Oxford University Press. Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41, 574–599.
In terms of demographics, attitudes, or values) as they tend to get more affirmative feedback from those (Hinds, Carley, Krackhardt, & Wholey, 2000). Reduced uncertainty and higher trust levels among similar group members facilitate communication and coordination while the cooperation with diverse peers becomes more difficult. In the case of age, employees might prefer contact to similar aged colleagues with who they share more experiences, attitudes, or interests due to their similar life or career stage (Lawrence, 1980, 1988).