Bridge Over an Aging Population: Examining Longitudinal Relations Among Human Resource Management, Social Support, and Employee Outcomes Among Bridge Workers.

Klaske N Veth,Ben J M Emans,Hubert P L M Korzilius,Annet H De Lange,Annet H De Lange,Beatrice I J M Van Der Heijden,Beatrice I J M Van Der Heijden,Beatrice I J M Van Der Heijden

doi:10.3389/fpsyg.2018.00574

Abstract

This two-wave complete panel study aims to examine human resource management (HRM) bundles of practices in relation to social support [i.e., leader–member exchange (LMX), coworker exchange (CWX)] and employee outcomes (i.e., work engagement, employability, and health), within a context of workers aged 65+. Based upon the social exchange theory and the Job Demands-Resources (JD-R) framework, it was hypothesized that HRM bundles at Time 1 would increase bridge workers' outcomes at Time 2, and that this relationship would be mediated by perceptions of LMX and CWX at Time 2. Using a longitudinal design, hypotheses were tested in a unique sample of Dutch bridge employees (N = 228). Results of several structural equation modeling analyses revealed no significant associations between HRM bundles, and social support, moreover, no significant associations were found in relation to employee outcomes. However, the results of the best-fitting final model revealed the importance of the impact of social support on employee (65+) outcomes over time.

Highlights

Due to the graying and dejuvenization of the global workforce (Bal et al, 2015; Müller et al, 2015), older workers are stimulated to continue to work
The main purpose of the present study was to examine the longitudinal relationships between human resource management (HRM) bundles of practices, social support, and employee work outcomes among a unique panel of 65+ bridge workers
Based on the social exchange theory (Gouldner, 1960; Blau, 1964) and the Job Demands-Resources (JD-R) framework (Demerouti et al, 2001; Bakker et al, 2003), it was hypothesized that HRM bundles would influence employee outcomes of bridge employees, and that this relationship would be mediated by social support over time

Summary

Introduction

Due to the graying and dejuvenization of the global workforce (Bal et al, 2015; Müller et al, 2015), older workers are stimulated to continue to work. Shultz and Wang (2008) denoted “a much greater appreciation for the continued potential for growth and renewal of workers in their mid to late careers” In this empirical study, we endeavor to shed light on the challenges the growing amount of workers in the late stage of career, the so-called bridge workers, have to cope with. Following Shultz (2003), we state that bridge employment refers to the labor force participation patterns exhibited by older workers that characterize the transition from late careers jobs toward complete labor force withdrawal. Bridge work can include part-time and fulltime work, seasonal work, and temporary work (Wang et al, 2009)

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