Human resource practices for mature workers — And why aren't employers using them?
Identifieur interne : 001070 ( Istex/Corpus ); précédent : 001069; suivant : 001071Human resource practices for mature workers — And why aren't employers using them?
Auteurs : Marjorie Armstrong-StassenSource :
- Asia Pacific Journal of Human Resources [ 1038-4111 ] ; 2008-12.
English descriptors
Abstract
Two studies were conducted to assess the extent to which organizations were engaging in HR practices targeting mature workers and the reasons why organizations may not be engaging in these practices. The participants included 284 mature workers (171 in career jobs and 113 in bridge jobs) and 426 HR executives. Overall, organizations were reported to be engaging in the HR practices to a very limited extent. There were few significant differences between career‐job and bridge‐job respondents. Recognition and respect practices were rated as the most important HR strategy in influencing the decision to remain in the workforce. Over three‐quarters of the mature workers indicated that organizations are not engaging in practices tailored to mature employees because it is not a priority for organizations whereas just over half of the HR executives indicated their organization was not engaging in these practices due to the lack of employee interest in, and demand for, such practices.
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DOI: 10.1177/1038411108091755
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ISTEX:39B47CD7A4725A60DA1A7B114BAC92DD294FA3D8Le document en format XML
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Over three‐quarters of the mature workers indicated that organizations are not engaging in practices tailored to mature employees because it is not a priority for organizations whereas just over half of the HR executives indicated their organization was not engaging in these practices due to the lack of employee interest in, and demand for, such practices.</div></front></TEI><istex><corpusName>wiley</corpusName><author><json:item><name>Marjorie Armstrong‐Stassen</name><affiliations><json:string>University of Windsor, Windsor, Ontario, Canada</json:string><json:string>E-mail: mas@uwindsor.ca</json:string></affiliations></json:item></author><subject><json:item><lang><json:string>eng</json:string></lang><value>aging workforce</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>human resource practices</value></json:item><json:item><lang><json:string>eng</json:string></lang><value>older workers</value></json:item></subject><articleId><json:string>APHR741</json:string></articleId><language><json:string>eng</json:string></language><originalGenre><json:string>article</json:string></originalGenre><abstract>Two studies were conducted to assess the extent to which organizations were engaging in HR practices targeting mature workers and the reasons why organizations may not be engaging in these practices. 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Her research interests are in the areas of the aging of the workforce, organizational downsizing, and layoff survivors. Her current research focuses on the role of human resource policies and practices in the recruitment and retention of mature employees and has been funded since 2001 by grants from the Social Sciences and Humanities Research Council of Canada.</note><affiliation>Marjorie Armstrong‐Stassen (MLHR, PhD) is a management professor emeritus in the Odette School of Business at the University of Windsor. Her research interests are in the areas of the aging of the workforce, organizational downsizing, and layoff survivors. Her current research focuses on the role of human resource policies and practices in the recruitment and retention of mature employees and has been funded since 2001 by grants from the Social Sciences and Humanities Research Council of Canada.</affiliation><affiliation>University of Windsor, Windsor, Ontario, Canada</affiliation></author></analytic><monogr><title level="j">Asia Pacific Journal of Human Resources</title><idno type="pISSN">1038-4111</idno><idno type="eISSN">1744-7941</idno><idno type="DOI">10.1111/(ISSN)1744-7941</idno><imprint><publisher>Blackwell Publishing Ltd</publisher><pubPlace>Oxford, UK</pubPlace><date type="published" when="2008-12"></date><biblScope unit="volume">46</biblScope><biblScope unit="issue">3</biblScope><biblScope unit="page" from="334">334</biblScope><biblScope unit="page" to="352">352</biblScope></imprint></monogr><idno type="istex">39B47CD7A4725A60DA1A7B114BAC92DD294FA3D8</idno><idno type="DOI">10.1177/1038411108091755</idno><idno type="ArticleID">APHR741</idno></biblStruct></sourceDesc></fileDesc><profileDesc><creation><date>2008</date></creation><langUsage><language ident="en">en</language></langUsage><abstract xml:lang="en"><p>Two studies were conducted to assess the extent to which organizations were engaging in HR practices targeting mature workers and the reasons why organizations may not be engaging in these practices. 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Over three‐quarters of the mature workers indicated that organizations are not engaging in practices tailored to mature employees because it is not a priority for organizations whereas just over half of the HR executives indicated their organization was not engaging in these practices due to the lack of employee interest in, and demand for, such practices.</p></abstract><textClass xml:lang="en"><keywords scheme="keyword"><list><head>keywords</head><item><term>aging workforce</term></item><item><term>human resource practices</term></item><item><term>older workers</term></item></list></keywords></textClass></profileDesc><revisionDesc><change when="2008-12">Published</change></revisionDesc></teiHeader></istex:fulltextTEI><json:item><extension>txt</extension><original>false</original><mimetype>text/plain</mimetype><uri>https://api-v5.istex.fr/document/39B47CD7A4725A60DA1A7B114BAC92DD294FA3D8/fulltext/txt</uri></json:item></fulltext><metadata><istex:metadataXml wicri:clean="Wiley, elements deleted: body"><istex:xmlDeclaration>version="1.0" encoding="UTF-8" standalone="yes"</istex:xmlDeclaration><istex:document><component version="2.0" type="serialArticle" xml:lang="en"><header><publicationMeta level="product"><publisherInfo><publisherName>Blackwell Publishing Ltd</publisherName><publisherLoc>Oxford, UK</publisherLoc></publisherInfo><doi origin="wiley" registered="yes">10.1111/(ISSN)1744-7941</doi><issn type="print">1038-4111</issn><issn type="electronic">1744-7941</issn><idGroup><id type="product" value="APHR"></id><id type="publisherDivision" value="ST"></id></idGroup><titleGroup><title type="main" sort="ASIA PACIFIC JOURNAL OF HUMAN RESOURCES">Asia Pacific Journal of Human Resources</title></titleGroup></publicationMeta><publicationMeta level="part" position="12103"><doi origin="wiley">10.1111/aphr.2008.46.issue-3</doi><numberingGroup><numbering type="journalVolume" number="46">46</numbering><numbering type="journalIssue" number="3">3</numbering></numberingGroup><coverDate startDate="2008-12">December 2008</coverDate></publicationMeta><publicationMeta level="unit" type="article" position="7" status="forIssue"><doi origin="wiley">10.1177/1038411108091755</doi><idGroup><id type="unit" value="APHR741"></id></idGroup><countGroup><count type="pageTotal" number="19"></count></countGroup><titleGroup><title type="tocHeading1">Original Article</title></titleGroup><copyright>2008 Australian Human Resources Institute (AHRI)</copyright><eventGroup><event type="xmlConverted" agent="Converter:BPG_TO_WML3G version:3.0.1 mode:FullText" date="2012-01-09"></event><event type="firstOnline" date="2012-01-10"></event><event type="publishedOnlineFinalForm" date="2012-01-10"></event><event type="xmlConverted" agent="Converter:WILEY_ML3G_TO_WILEY_ML3GV2 version:3.8.8" date="2014-01-04"></event><event type="xmlConverted" agent="Converter:WML3G_To_WML3G version:4.1.7 mode:FullText,remove_FC" date="2014-10-15"></event></eventGroup><numberingGroup><numbering type="pageFirst" number="334">334</numbering><numbering type="pageLast" number="352">352</numbering></numberingGroup><correspondenceTo>Odette School of Business, University of Windsor, 40 Sunset Avenue, Windsor, Ontario N9B 3P4 Canada; fax: + 519 973 7073; e‐mail: <email>mas@uwindsor.ca</email></correspondenceTo><linkGroup><link type="toTypesetVersion" href="file:APHR.APHR741.pdf"></link></linkGroup></publicationMeta><contentMeta><countGroup><count type="referenceTotal" number="57"></count><count type="linksCrossRef" number="3"></count></countGroup><titleGroup><title type="main">Human resource practices for mature workers — And why aren't employers using them?</title></titleGroup><creators><creator creatorRole="author" xml:id="cr1" affiliationRef="#a1" noteRef="#fn1" corresponding="yes"><personName><givenNames>Marjorie</givenNames><familyName>Armstrong‐Stassen</familyName></personName></creator></creators><affiliationGroup><affiliation xml:id="a1" countryCode="CA"><unparsedAffiliation>University of Windsor, Windsor, Ontario, Canada</unparsedAffiliation></affiliation></affiliationGroup><keywordGroup xml:lang="en"><keyword xml:id="k1">aging workforce</keyword><keyword xml:id="k2">human resource practices</keyword><keyword xml:id="k3">older workers</keyword></keywordGroup><abstractGroup><abstract type="main" xml:lang="en"><p>Two studies were conducted to assess the extent to which organizations were engaging in HR practices targeting mature workers and the reasons why organizations may not be engaging in these practices. The participants included 284 mature workers (171 in career jobs and 113 in bridge jobs) and 426 HR executives. Overall, organizations were reported to be engaging in the HR practices to a very limited extent. There were few significant differences between career‐job and bridge‐job respondents. Recognition and respect practices were rated as the most important HR strategy in influencing the decision to remain in the workforce. Over three‐quarters of the mature workers indicated that organizations are not engaging in practices tailored to mature employees because it is not a priority for organizations whereas just over half of the HR executives indicated their organization was not engaging in these practices due to the lack of employee interest in, and demand for, such practices.</p></abstract></abstractGroup></contentMeta><noteGroup><note xml:id="fn1"><p>Marjorie Armstrong‐Stassen (MLHR, PhD) is a management professor emeritus in the Odette School of Business at the University of Windsor. Her research interests are in the areas of the aging of the workforce, organizational downsizing, and layoff survivors. 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