1 / 1

Current Perspectives in Working with Adult and Older Workers

Current Perspectives in Working with Adult and Older Workers. Joel Reaser, ¹ Diane Spokus, ² Harvey Sterns, ³ William J. Rothwell 2 , (2007). ¹National Older Worker Center, Arlington, VA; ² The Pennsylvania State University, University Park, PA; ³ University of Akron, Akron, OH.

diantha
Download Presentation

Current Perspectives in Working with Adult and Older Workers

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Current Perspectivesin Working with Adult and Older Workers Joel Reaser,¹ Diane Spokus,² Harvey Sterns,³ William J. Rothwell2, (2007). ¹National Older Worker Center, Arlington, VA; ²The Pennsylvania State University, University Park, PA; ³University of Akron, Akron, OH Flex-Time Work Schedules are used by Organizations as Incentives to Hire and Retain Older Workers Results Methods, contd. Background • AMA membership list targeted 9,079 executives, 5,672 people from AMA with an HR or training function in their title. • AMA distributed survey to its research partners, the Human Resource Institute (HRI) whose 1,700 membership base consisted of high-level human resources professionals and line managers. • 208 respondents to the survey which yields confidence levels of  +/- 6.7 percent of the response scale, or +/-.34. • Strategies to retention of older workers were assessed using an online survey and delivered through www.SurveyMonkey.com • Open-ended questions as well as likert-type response scales of 1 to 5, (1 Strongly Agree or Very important and 5 Strongly disagree or Not at All Important). A series of 21 questions were asked in response to questions about how organizations recruit older workers. • Employers around the industrialized world face challenges & needs posed by pending retirements of Baby Boomers (DeLong, 2004). • Fewer younger people will be available to fill traditional entry-level positions (DeLong, 2004). • Innovative updating of older worker knowledge and skills may result in decreased attrition and brain drain in the workplace. • Data suggests Baby Boom generation will have option to stay in workforce long past the normative age of retirement (AARP, 2002). • Earlier research by Eichar et al. (1990) examined the determinants of Job Satisfaction and Older Workers¹ related to job characteristics. Results: • Intrinsic factors suggested that workers are influenced by jobs that offer meaningful challenges--the quality of work matters • Extrinsic factors such as pay and benefits mattered less • Employers seek to fill occupational niche with workers who are not well-suited for the type of work being offered. • Almost 20 years later, employer attitudes are beginning to change. To retain/recruit older workers, more consideration being given to the person-job fit and providing older workers with challenging, meaningful work. ¹Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620 • Responses indicate: • 49% used employee incentives for referrals to recruit older workers (Q 5). • 57.7% use flex-time work schedules as incentives to hire and retain older workers (Q 4). • 58.6% of older workers are flexible and open to change (Q 2). • 31.9% invite retirees and semi-retirees to holiday events and get-togethers to maintain personal and professional ties (Q 14). • Participants Characteristics: • HR Management – 50% • Line Management – 31.5% • Executives – 18.5% Employer Survey: Question 5 Employer Survey: Question 4 Future Research • Results from this studywill aid in formulating workplace policies related to managing, recruiting, and retention strategies. • Future research with larger group to determine impact of training techniques that consider individual differences and are designed to accommodate diverse learning needs of older workers. • Examine the potential for peer mentoring to provide support for older workers. • Future research examining the impact of organizational barriers and constraints in recruiting, managing, training, and retaining older workers. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. Research Questions Addressed in this Study Employer Survey: Question 2 Employer Survey: Question14 • How do organizations recruit older workers? • What incentives are considered by your organization when deciding to hire or retain an older worker? • What are your experiences with your older workers? • What approaches does your organization use to maintain personal and professional ties with retirees and semi-retirees? Limitations • Limitations involved in this study. • The study participants were limited to a non-randomized convenience sample and, therefore, may not be generalizeable to the population. • While the response rate was disappointing, it does provide sufficient information to raise questions about employment practices for older workers and provide an indication of what is happening in some organizations. Methods Design, Measure & Analysis • This was a cross-sectional online survey done in the Fall of 2006 and sent in cooperation with the American Management Association (AMA). • It was conducted to determine the latest strategies being used by companies to recruit and retain older workers. • AMA is global, not-for profit, membership-based association that provides a full range of management development and educational services to individuals, companies and government agencies worldwide.¹ • Target audience for this study was based in the US. ¹American Management Association. About AMA. Retrieved October 25, 2007, from http://www.amanet.org/aboutama/ Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center NOWCC). All rights reserved. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC). All rights reserved. References American Association of Retired People. (2002). Staying ahead of the curve. The Work and Career Study. American Management Association. About AMA. Retrieved October 25, 2007, from http://www.amanet.org/aboutama/ DeLong, D. (2004). Lost knowledge. New York: Oxford University Press. Eichar, D.M., Norland, S., Brady, E.M., Fortinsky, R.H. (December, 1991). The job satisfaction of older workers. Journal of Organizational Behavior (1986-1998); 12(7); ABI/INFORM Global, pg. 609-620. Reaser, J., Spokus, D., Sterns, H., & Rothwell, W. (2006). A Survey of Employers. Unpublished survey results. Arlington, VA: National Older Worker Career Center (NOWCC).

More Related