Can Specialized Attention from HR Backfire? The Role of Older Workers’ HR Practices on Retention

Abstract

Recognizing the potential labor shortage associated with older workers’ imminent labor exit, organizations are beginning to implement older worker-specific HR practices as a strategy to retain this source of human capital. Nevertheless, the impact of these HR practices on older workers remains unclear. Drawing on the instrumental-symbolic framework, this study examines the potential countervailing effects of older worker-specific HR practices on older worker retention via two distinct mechanisms (i.e., POS and stereotype consciousness). Specifically, older worker-specific HR practices have a positive effect on older worker retention because of POS, as well as a negative effect on older worker retention because of stereotype consciousness. Further, I use three types of operationalizations to capture distinct ways in which older workers may intend to exit their organizations (i.e., retirement, bridge employment with a different organization, and turnover). Moreover, I incorporate two moderators as potential boundary conditions of the relationships between older worker-specific HR practices and the two mediating mechanisms. Using 192 sets of employees (1 older worker, 1 HR executive or HR manager, and 1 colleague per organization), I found partial support for the hypothesized countervailing effects of older worker-specific HR practices on retention-related outcomes. Theoretical and practical implications of the findings are discussed.