Career aspirations of older workers: An Australian study

Global challenges associated with the ageing workforce include lower levels of education and negative attitudes of older workers towards learning and covert age discrimination in the workplace. This report discusses initial findings from a survey of older workers employed in regional areas in Australia. The older workers surveyed were predominantly blue collar with low levels of formal education. Contrary to the stereotypical views, there were few attitude differences between older (>40 years) and younger workers (≤40 years). However, gender, education level and job type had a greater impact on attitudes in the older workers when compared to their younger colleagues.     

Supporting the Career Development of Older Employees: an HRD Study in a Dutch Company

Many organisations are confronted with an ageing workforce. Older employees are often seen as less flexible and open to HRD activities than their younger colleagues, yet rapid developments taking place within society and organisations require a flexible and responsive workforce. The necessary knowledge and skills demanded here can be taught through HRD activities. In 1995 a quantitative exploratory survey into the conditions considered important for the career development or mobility of older workers was carried out within a Dutch multinational chemical company. From a training and development viewpoint, these conditions are defined as demands made on corporate HRD policy, HRD activities and employees’ willingness to learn, as well as stimulating factors that promote the career development of older workers. Results show that while the company operated an age-awareness personnel policy, this still focused on younger employees so that participants in the career development process were insufficiently stimulated in their roles and traditional formal HRD activities had little effect on older workers’ careers. This article describes the survey, highlighting its major results, and offers recommendations.     

The perceived effectiveness of democratic management,job performance,and citizenship behavior: evidence from a large Chinese state-owned petrochemical company

Democratic management, a unique union-based form of employee participation in China, is seldom studied in the employee participation literature. This paper investigates the associations between employees’ perceived democratic management effectiveness, employee job performance and organizational citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm from the central region of China. We find that our measure of an employee’s perception of democratic management effectiveness is positively associated with an employee’s job performance and organizational citizenship behavior. However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is a dispatch worker. Our interpretation of the findings suggests that an employee’s perception of democratic management effectiveness is a source of employee performance.     

The perceived effectiveness of democratic management,job performance,and citizenship behavior: evidence from a large Chinese state-owned petrochemical company

Democratic management, a unique union-based form of employee participation in China, is seldom studied in the employee participation literature. This paper investigates the associations between employees’ perceived democratic management effectiveness, employee job performance and organizational citizenship behavior (OCB), using 988 matching surveys of both workers and their supervisors in a state-owned petrochemical firm from the central region of China. We find that our measure of an employee’s perception of democratic management effectiveness is positively associated with an employee’s job performance and organizational citizenship behavior. However, the association between perceived democratic management effectiveness and employee performance is negative if the employee is a dispatch worker. Our interpretation of the findings suggests that an employee’s perception of democratic management effectiveness is a source of employee performance.     

Case study competitions and perceptions of learning among undergraduate students in the United Arab Emirates

Higher education institutions are increasingly employing competitive formats such as case study competitions in business education to enhance students’ learning experience. The authors explore students’ perceptions and experiences regarding affective, cognitive, and skills development factors and whether these perceptions and experiences determine students’ participation in case study competitions in the United Arab Emirates. The authors attempt to contribute to the rather nascent body of literature on case study competitions. The results highlight statistically significant differences between perceived and actual learning with respect to cognitive and affective benefits. Furthermore, a significant positive association is found between participation in case study competitions and respondents’ perceptions and real experiences about various aspects of learning.     

Assessment of work compatibility across employees’ demographics: a case study

‘Work compatibility’ (WC) is a multi-dimensional diagnostic tool for measuring human performance that affects safety performance of work force. There are a dearth of literature on the use of WC in industrial applications. In this study, the status of WC and its components across employees' demographics such as age, experience, designation and location of work were examined in a steel plant in India. Data on 119 employees collected using Demand-Energizer Instrument was analysed. The results revealed that supervisors perceive higher energizers, higher demands and low WC as compared to workers. Older and high experience employees perceive higher energizers, lower demands and high WC as compared to younger and less experienced employees. All employee groups perceive higher demand for physical environment and physical task content. The problematic work groups identified are less experienced employees and workers in ‘allied sections’. The outcomes of the study help the management in three ways to improve human performance at work places: (i) it provides useful information about the work factors to be considered for intervention design, (ii) it identifies the work groups to be targeted while preparing intervention strategies and (iii) it can be used as a leading indicator of human performance.     

Adapting training to meet the preferred learning styles of different generations

This article considers how training professionals can respond to differences in training preferences between generational groups. It adopts two methods. First, it surveys the existing research and finds generally that preferences for training approaches can differ between groups and specifically that younger employees are perceived to leverage technology more at work. Second, it uses a qualitative grounded theory approach to examine the perspectives of a sample of older and a sample of younger workers in the United States. It finds that both samples perceive a greater comfort level of younger employees in leveraging technology‐enabled training and that the older sample were more comfortable with on‐the‐job and mentorship development efforts than more formal approaches. The implication for practice is that training needs to be more innovative so that, for any particular training intervention, potential trainees have a degree of freedom of choice of learning style. Possible approaches are discussed.     

The role of perceived workplace development opportunities in enhancing individual employability

This paper explores the effects on workers’ employability of workplace development opportunities during employment as perceived by the workers themselves. Data was collected through a survey conducted in 2012 in Italy using a sample of 558 workers. The aim was to test the effects of participation in training courses, workplace learning opportunities and career development support on career development in 2013. Results show that the main predictors of subjective career success are related to the career development support provided by supervisors, including mentoring and career counselling, and workplace learning opportunities provided through processes of job enrichment, job enlargement and job rotation. By contrast, participation in training courses does not bring any significant effects. The study also reveals that employees’ opportunities for increasing their employability in the workplace depend on a number of personal and occupational characteristics. The study reaches the conclusion that firms can play a significant role in enhancing the career success of an individual and that employability can been encouraged by a mix of on‐the‐job workplace development opportunities.     

Automatic Enrollment and Its Relation to the Incidence and Distribution of DC Plan Contributions: Evidence from a National Survey of Older Workers

Automatic enrollment has been widely embraced for raising employee participation in 401(k) plans. However, the empirical evidence on the effect of automatic enrollment on plan contributions and retirement saving overall is still imperfect. Using nationally representative data from the Health and Retirement Study (HRS), we find that although automatic enrollment is associated with a higher proportion of workers participating in DC plans, automatically enrolled workers are less likely to contribute to their DC plans and contribute on average less than their voluntarily enrolled counterparts. In contrast, employers of auto‐enrolled workers on average contribute more to their employees' accounts than do the employers of voluntarily enrolled workers. Even so, the combined effect is that the total annual contribution rates of automatically enrolled older workers are 1.6 percentage points lower than those of voluntarily enrolled workers.     

顾客参与对员工工作满意的影响研究——基于角色理论视角

顾客参与会导致顾客满意,这是被许多学者证实的事实。然而,顾客参与是否也有利于员工工作满意呢?梳理相关文献发现,有关顾客参与与员工工作满意关系的研究并不多,而且结论也不一致。因此,文章基于角色理论视角,引入角色压力、角色导向和角色替代三个变量,系统研究了顾客参与对员工工作满意的影响。文章最后讨论了研究的理论贡献和管理贡献,并指出了未来研究的方向。     

Supporting worklife learning at work to sustain employability

The concept of employability extends beyond initial occupational preparation into the ability to remain employable as, inevitably, occupational capacities and workplace requirements change frequently across working lives. Hence, the need to continually learn to remain occupationally current and respond to changing workplace requirements becomes paramount. The evidence suggests that much of that learning arises through individual efforts and the support of co-workers through work activities. So, there is a need to understand how that learning can be supported to sustain employability across lengthening working lives. Drawing on an Australian study, reported here are perspectives from managers and workers in diverse workplaces about current modes of continuing education and training and about how workers are assisted with their learning to meet personal needs and qthose of employers. Employers want an occupationally current workforce that can meet specific workplace needs; workers want the capacities to remain employable, which may extend to advancing their careers elsewhere. The data indicate differences in perceptions about what is being provided, how frequently the provisions are used, and the worth of its certification. Whilst the findings indicate shared concerns about the importance of learning, there were clear differences in views about the models and processes used to support that learning. Across both sets of informants can be seen distinctions between ‘training solutions’ and ‘learning solutions’. A more nuanced analysis suggests that the training solution is appropriate and effective at some point in workers' worklife trajectories but in other circumstances, learning through practice is proposed as being more efficacious.     

Fairness in International Trade and Investment: North American Perspectives

In this article, we examine an important but relatively under-researched form of corporate social responsibility, namely, employer support for employee voluntary activity. Using Canadian data, we examine two questions. First, we analyze the impacts of employer support on the total number of hours volunteered and on the voluntary activities which are undertaken. Second, we examine how employer support is distributed between male and female employees. Our results indicate that employer support is associated with a greater amount of volunteer activity by both men and women employees and in a wide range of voluntary activities. However, we also find that women are less likely to receive employer support than men and are less likely to receive support in the form of flexible work hours and time-off. These results are puzzling given that women typically face more binding time constraints than men. We conclude the paper by discussing how employer policies might be changed to address this finding.     

A Falling of the Veils: Turning Points and Momentous Turning Points in Leadership and the Creation of CSR

Contemporary organizations often reciprocate to society for using resources and for affecting stakeholders by engaging in corporate social responsibility (CSR). It has been shown that CSR has a positive impact on employee attitudes. However, not all employees may react equally strongly to CSR practices. Based on socio-emotional selectivity theory (Carstensen in Science 312:1913–1915, 2006), we contend that the effect of CSR on employee satisfaction will be more pronounced for older than for younger employees, because CSR practices address those emotional needs and goals that are prioritized when people’s future time perspective decreases. In one multi-source field study (N = 143) and one experimental study (N = 500), we demonstrate that CSR indeed has a stronger positive effect on employee satisfaction for older relative to younger employees. Accordingly, engaging in CSR can be an attractive tool for organizations that aim to keep their aging workforce satisfied with their job.     

Drivers of training participation in low skilled jobs: the role of ‘voice’, technology,innovation and labor shortages in German companies

This article investigates the role of ‘voice’, technology, innovation (of products, services, or processes) and labor shortages in the training participation of low skilled workers in German companies. By building on the key findings of previous research, hypotheses on drivers of training participation are derived from filter theory and the concept of social embeddedness. Regression and cluster analysis based on the German IAB Establishment Panel (wave 2011) show evidence that training participation is shaped by ‘voice’‐related institutional company characteristics such as employee representation or formalized HR practices. Both characteristics often cluster together. Regression analyses confirm that companies in this cluster train a higher share of their low‐skilled workforce. The share is particularly high when companies in this cluster face labor shortages. Apart from that, advanced technology and recent innovations at the company level are not related to higher rates of training participation among low skilled workers.     

Is it ‘you’ or ‘your workplace’? Predictors of job‐related training in the Anglo‐American world

This paper examines the determinants of job‐related training and workplace voice. Using data from a unique 2016 cross‐national survey of Australian, British, Canadian and American employees, the paper contrasts two classic formulations in the literature; (1) the neoclassical/human capital approach which predicts that individual characteristics (such as age and education) which increase the efficiency of learning, will have the largest impact on the allocation of training (i.e. younger and more educated employees will be afforded training) and (2) the traditional institutional approach which favors the structural characteristics present at the industry and firm level, the nature of the job itself and the strategic choices of firms as the major predictors of job‐related training. We find that age – a key factor in the human capital model – plays a significant role in the allocation of training but that education (in keeping with recent evidence) does not. In sum the human capital model provides, at best, only a partial explanation for the differences in training observed across individuals. In contrast, variables invoked by the institutional literature (i.e. occupation level; industry; ownership type; and market structure) are highly significant and account for a much greater proportion of the variance in training observed across workers. Other institutional factors such as the presence of a union and a human resource department were strong positive predictors of job‐related training. But most important were product‐market strategy and employee voice. Respondents working in firms utilizing a ‘high road/high quality’ product/service strategy and with a workplace consultative committee were significantly more likely to receive training than similar workers employed in observably similar firms. This last finding supports the industrial relations view of voice as an important channel by which training is optimally delivered inside the firm.     

A Study of Older Australians’ Volunteering and Quality of Life: Empirical Evidence and Policy Implications

Older Australians are confronted by dramatic changes in their physical, social, financial, and psychological well-being. There are social costs to these changes related to their productivity and increased costs associated with caring for older Australians. Greater community engagement through voluntary work practice may minimize these costs, as well as positively influence volunteers' subjective quality of life (QOL). This study investigates the motivations for older Australians to engage in formal voluntary work. It seeks to identify whether the motivational factors to volunteer are associated with individuals' subjective QOL. The results indicate a positive relationship between older people's motivations to volunteer and their subjective QOL. This association is strengthened by respondents' community orientation, positive perception of voluntary work, positive personal attitudes toward volunteering, and their self-esteem. The role of policy makers in motivating larger participation by the older groups is discussed.     

Preferred human resource development activities and their functions: differences in perspective between managers and employees

This exploratory study uses the learning‐network theory as a framework to investigate how managers and employees differ in their preference for the human resource development (HRD) activities of employees and in the functions they attribute to HRD. The research design was quantitative and cross‐sectional. Data collection took place in six countries in Europe, Asia and North America. A new instrument was used, which views work improvement (WI), career development (CD) and personal development (PD) as three main functions of HRD that can serve managers and employees. Results show that managers and employees prefer different HRD activities for employees to undertake; respectively, formal courses and programs over job experiences, and vice versa. The two groups also differ in the scores they give to WI and PD as relevant functions that employee participation in HRD can provide. It is concluded, therefore, that differences between managers and employees in their views of the relevance of HRD activities should be taken into account in theory and practice when organizing employees’ HRD activities.     

Doing More with Less: The Disordinal Implications of Firm Age for Leveraging Capabilities for Innovation Activity*

Innovation requires the entrepreneurial capabilities of opportunity recognition and opportunity exploitation. Such capabilities generally accrue over time from a firm's cumulative learning and experience. In this study, we theorize that firm age should therefore moderate the firm's ability to leverage these capabilities for innovation activity, such that older firms can obtain higher outputs from their capabilities than younger firms can. We examine this relationship using a sample of 676 small and medium enterprises. We find that when both younger and older firms have highly developed innovation capabilities, older firms appear to enjoy higher levels of innovation activity than younger firms do. However, younger firms generally appear more likely to have higher levels of innovation activity than older firms do, when neither firm has highly developed innovation capabilities. We conclude with a discussion of the implications of these findings for research and practice.     

Ethical Beliefs of Business Professionals: A Study of Gender, Age and External Factors

The present study examined how ethical beliefs and external factors affecting ethical beliefs are related to age and gender of business professionals. The results indicated that business professionals in the younger age group exhibited a lower standard of ethical beliefs. In the younger age groups, the females demonstrated a higher level of ethical beliefs, while in the older age group, the results suggested that the males had a slightly higher level of ethical beliefs. With regards to the influence of external factors on ethical beliefs, the results yielded a significant interaction between age and gender. The younger age groups, males in particular, were more susceptible to external factors. People at home had the most influence on beliefs about ethics, while the individual's supervisor had the least impact. The results were discussed in terms of theories of moral development.     

The effects of leader‐member exchange and employee learning on perceived employability

In today’s rapidly changing society, the critical issues for organizations are how to attract individuals with high‐level employability and what role to play in maintaining and enhancing that employability. This study primarily aimed to investigate the effects of leader‐member exchange and employee learning on perceived employability. The literature review showed that leader‐member exchange is about the mutual relationship between the leader and members of an organization, and that employee learning consists in the individual employees’ continuing learning behaviours. The data for this study were collected from 257 South Korean insurance company employees. The study findings demonstrated that leader‐member exchange has a significant positive influence on the one dimension of perceived employability: corporate sense. Employee learning, on the contrary, was shown to have statistically significant positive effects on all the five dimensions of employability. Conclusions were drawn, and the implications and limitations of the study are discussed.