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René Morissette, G. Schellenberg, C. Silver (2004)
Retaining older workers
D. North (1996)
Where Have We Been and Where are We Going?Economic History
L. Shore, Beth Chung-Herrera, M. Dean, K. Ehrhart, Don Jung, Amy Randel, Gangaram Singh (2009)
Diversity in organizations: Where are we now and where are we going?Human Resource Management Review, 19
P. Bal, S. Jong, P. Jansen, A. Bakker (2012)
Motivating Employees to Work Beyond Retirement: A Multi‐Level Study of the Role of I‐Deals and Unit ClimateMotivation
R.B. Freeman
Is a great labor shortage coming? Replacement demand in the global economy
Richard Posthuma, M. Campion (2009)
Age Stereotypes in the Workplace: Common Stereotypes, Moderators, and Future Research Directions†Journal of Management, 35
M. Armstrong-Stassen, Nancy Ursel (2009)
Perceived organizational support, career satisfaction, and the retention of older workersJournal of Occupational and Organizational Psychology, 82
Purpose – The article aims to introduce two Special Issues of Journal of Managerial Psychology on age diversity in organizations. It reviews two frameworks for understanding age diversity. The first framework focuses on age stereotypes and bias that have a negative influence on human resource decision making about older workers. The second framework emphasizes that the retirement of older workers will create a shortage of talented employees in organizations. As a result, we need to find ways of retaining older workers in organizations, and these goals are more important in some nations than others. Design/methodology/approach – Conceptual article. Findings – This is a conceptual article, but the results offer suggestions for increasing age diversity in organizations. Research limitations/implications – The article suggests that additional research is needed on the two frameworks noted above. Practical implications – This article suggests several strategies for reducing biases against older workers, and increasing their retention in organizations, for example flexible work arrangements, training, and a supportive climate. Originality/value – Little research has examined the challenges associated with age diversity, and the shortage of talented employees in organizations. Thus, this article makes a unique contribution to the literature because it examines these important issues. It also highlights directions for research, practice and society as a whole.
Journal of Managerial Psychology – Emerald Publishing
Published: Sep 20, 2013
Keywords: Retention; Age groups; Age discrimination; Stereotypes; Retirement
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