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Aging Workers and the Employee-Employer Relationship - download pdf or read online

By P. Matthijs Bal, Dorien T.A.M. Kooij, Denise M. Rousseau

This booklet makes a speciality of the getting older staff from the employment dating standpoint. This cutting edge booklet in particular specializes in how organisations can determine their getting older staff stay influenced, effective and fit. In 15 chapters, numerous specialists in this subject describe how firms via powerful human source administration can make sure that employees may be able to proceed operating at better age. furthermore, this booklet discusses the function older employees themselves play in carrying on with paintings at larger age. to do that, the authors combine examine from diverse components, corresponding to literature on management, mental contracts and variety with literature at the getting older crew. via this integration this e-book presents cutting edge methods for agencies and employees to keep up productiveness, motivation and overall healthiness. getting older staff and the Employee-Employer courting summarizes the newest learn on how employment relationships swap with age and its implications for aiding the wellbeing and fitness, motivation and productiveness of older employees. It identifies how one can increase how either businesses and staff clear up the issues they face. those comprise greater designed employment practices and extra adaptive task content material and developmental possibilities for getting older staff in addition to actions getting older employees can interact to augment their very own activity crafting, studying and employability.

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Lau and Murnighan (1998, p. 327) coined the term “faultlines” to describe hypothetical dividing lines within teams that result from such an alignment of diversity categories and lead to an increased sub-group formation (Bezrukova, Jehn, Zanutto, & Thatcher, 2009). , stemming from the generation Y). A more salient sub-group formation based on age and expertise might emerge, leading to the negative effects described above, compared to an exemplary team in which age and expertise are not aligned (both younger and older marketing and engineering experts).

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. Rousseau, D. M. (2001). Schema, promise and mutuality: The building blocks of the psychological contract. Journal of Occupational and Organizational Psychology, 74, 511–541. Rupp, D. , Vodanovich, S. , & Credé, M. (2005). The multidimensional nature of ageism: Construct validity and group differences.

Jack noticed that, on their website, most of the stock photos used to depict the workers at Techland had young-looking people in them. , 2012). Jack was enthusiastic about the job and loves fast-paced environments, but he was wary when his recruiter was very young, raising the concern that he was perhaps being seen as an “old dinosaur” through her eyes. , 2013) put him on alert that he would have an uphill battle proving himself to be someone who could keep up and add value. His initial schema, then, was that he could expect to keep this job and receive rewards as long as he went over and above to counter the age stereotypes he would face.

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