Abstract
Drawing on job design theories and a conceptual framework of work-related goals and motivation in later adulthood, the aim of this paper is to explore how work-related and individual factors are separately and jointly related to psychological work ability and bridge employment intentions via late job mobility. The cross-sectional study is based on a sample of 171 older Spanish workers aged 45–65 and beyond. We differentiated between groups of older workers in mid career (45–55 years of age) and in their later careers (56 years and beyond). Our results confirm that task characteristics and, secondarily, knowledge characteristics are the most relevant factors in perceptions of psychological work ability among aged workers. Both age groups display a very marked personal mastery trait, which mediates the relationships between job characteristics and both psychological work ability and late job mobility intentions. The paper concludes with a discussion of theoretical and practical implications and suggestions for future research on the issues implied in the psychological adjustment of older workers in their mid and late careers.
Highlights
IntroductionThe workers of the baby boom cohort (i.e. those currently aged 46–65) have seen major changes in their work context over the last decade
The workers of the baby boom cohort have seen major changes in their work context over the last decade
Given the comprehensive nature of Work Design Questionnaire (WDQ) [39], our study will focus on task, knowledge and social characteristics
Summary
The workers of the baby boom cohort (i.e. those currently aged 46–65) have seen major changes in their work context over the last decade. In addition to conventional task-related requirements like autonomy, variety and feedback, the characteristics of work in these new scenarios include increasing knowledge-related demands (complexity, data processing and problem solving) and social requirements (interdependence, social support and, interaction outside the organization) [2]. From an organizational and human resources management perspective, older workers already play a critical role in meeting workforce needs, and they will continue to do so for years to come. In this light, it is crucial for organizations to design and implement flexible strategies to retain skilled and motivated older workers [7], as well as recruitment policies and processes to accommodate an older workforce [8, 9]
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