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Older Employees (older + employee)
Selected AbstractsKeeping your globally mobile employees healthy, safe, and secureGLOBAL BUSINESS AND ORGANIZATIONAL EXCELLENCE, Issue 1 2009Myles Druckman Companies are sending higher numbers of older employees to difficult or dangerous locations, which increases the chances of a medical event where healthcare services are least available. Business travelers and international assignees and their employers need to adequately assess and prepare for such possibilities. The author describes five key processes that will help companies perform duty of care and minimize risks to the employee and company alike; the elements of a best-practice international preassignment health program to ensure assignees are fit for work in locations with high medical risk; and the five responsibilities of globally mobile employees for protecting their health and getting medical help if they need it. © 2009 Wiley Periodicals, Inc. [source] HR practices perceptions, emotional exhaustion, and work outcomes: A conservation-of-resources theory in the Chinese contextHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 1 2008Li-Yun Sun The conservation-of-resources theory provided the theoretical underpinning for the relationship among HR practices perceived by employees, emotional exhaustion, and work outcomes ( job satisfaction and job performance). To fully understand the underlying mechanism of the relationship, the study examined (1) the main and interactive effects of HR practices and employee age on emotional exhaustion and (2) the mediating effect of job satisfaction on the relationship between emotional exhaustion and job performance. Data were obtained from manufacturing workers in a privately owned company in the People's Republic of China. Empirical results lent strong support for the main, moderated, and mediated effects mentioned previously. However, contrary to our hypotheses the research result indicated that the relationship between low-commitment HR practices and emotional exhaustion was stronger for older employees than for younger ones. This contrasting finding demonstrated the criticality of an organization's commitment to employees, particularly to older employees, which further supported and enriched the conservation-of-resources theory in the Chinese context. [source] Determinants of early retirement intentions among Belgian nursesJOURNAL OF ADVANCED NURSING, Issue 1 2008Nicolle P.G. Boumans Abstract Title.,Determinants of early retirement intentions among Belgian nurses Aim., This paper is a report of a study to gain insight into older nurses' retirement intentions and to establish factors determining early retirement intention in these individuals. Background., In many developed countries, the working population is ageing. This will lead to a structural labour shortage in the near future. In nursing, this is already taking place. To retain nurses in employment, information on the determinants of their early retirement intentions are imperative. Method., A cross-sectional study was carried out in 2005 in one Belgian hospital. Data were collected by questionnaire with 100 nurses aged 45 or older. The response rate was 69·9%. Findings., No fewer than 77% of the nurses wanted to stop working before the age of 65 years. The following individual, work-related, and organizational factors contributed to older nurses' intention to retire early: perceived health, marital status, gender, opportunities for change and development, workload, and negative stereotyping of older employees. Conclusion., Our findings offer insight regarding the influencing factors of early retirement intentions in nurses. This information may be useful to human resource managers and may enable them to successfully prevent early retirement in nurses. More research on this topic is needed as this will enable the development, implementation and evaluation of well-founded measures for retaining older nurses in the workplace. [source] Age Bias in the Workplace: The Impact of Ageism and Causal Attributions,JOURNAL OF APPLIED SOCIAL PSYCHOLOGY, Issue 6 2006Deborah E. Rupp This study considers the roles of managerial ageism and causal attributions in the age bias process. Specifically, we predicted that employee age and manager ageism would interact in predicting the severity of recommendations made about an employee's performance errors, such that ageist managers would be more likely to engage in age bias. Second, we proposed that age bias is caused partially by differential attributions made about the performance errors of older vs. younger workers. Results indicated that older employees received more severe recommendations for poor performance than did their younger counterparts. Also, some ageist attitudes moderated the relationship between age and performance recommendations. Stability attributions mediated the relationship of employee age on endorsement of the more punitive recommendations. [source] | ||||||||||