Employees' Emotional, Cognitive, and Behavioral Responses to Increasing Statutory Retirement Ages.

Increasing statutory retirement ages around the world are forcing employees to prolong their working lives. We study the different ways in which mid- and late-career workers respond to such changes. We distinguish between negative emotions about working longer, cognitive engagement with prolonged employment, and proactive behavior to facilitate longer working lives. We analyze data from 1,351 employees aged 40-66 from the Netherlands. We estimate a structural equation model to identify in which ways experiences of age discrimination, accessibility of accommodative HR facilities, and social norms in the workers' social networks are related to the three different types of responses. Results show that when employees do not experience age discrimination, when their employer offers easily accessible accommodative HR facilities, and the social norms support prolonged employment, employees have fewer negative emotional reactions and are more likely to behaviorally respond to facilitate longer working lives. When these contexts are misaligned, the reverse is generally found. We also find socioeconomic differences in the ways employees respond to the prospect of prolonged employment. This study shows the importance of supportive contexts at different levels-societally, in organizations, and in individuals' own lives-for policy changes such as increasing statutory retirement ages to be effective. Different responses between different socioeconomic groups may lead to growing long-term inequality.

The Proactive Shift in Managing an Older  Workforce 2009-2017: A Latent Class Analysis of Organizational Policies.

BACKGROUND AND OBJECTIVES: Longitudinal perspectives on how organizations react to workforce aging are missing in the literature. In this study, we fill this gap and ask how organizations deal with older workers, how their approaches change over time, and in which sectors of the economy and types of organizations the changes were most profound. RESEARCH DESIGN AND METHODS: Data come from two large-scale employer surveys: 2009 (n = 1,077) and 2017 (n = 1,358), representative for the Netherlands. We use a three-step group-comparison latent class analysis combined with a multinomial logistic model. RESULTS: We found four clusters of organizations based on their practices regarding older workers-those trying to activate and develop their employees (active), focusing solely on exit measures (exit), implementing a combination of development, accommodating and exit measures (all), and practicing no age management (none). We find a major shift in employers' approaches to aging workforces between 2009 and 2017, with strong decreases in those that offered no age management (47%-30%) and those focusing on exit measures (21%-6%), and an increase in active organizations (19%-52%). Active age management is no longer concentrated in large and developing organizations, but has become a standard human resources tool economy-wide. DISCUSSION AND IMPLICATIONS: Overall, there is a long-term trend away from exit measures toward the application of proactive age management measures. More involvement of employers in retaining older adults in the workplace may signal a growing awareness of the changing demographic reality.

Employers' Adjustment to Longer Working Lives.

BACKGROUND AND OBJECTIVES: The aging of the workforce and the trend toward longer working lives has substantial implications, not only for employees, but also for employers. The aim of this study is to quantitatively investigate the extent to which employers have implemented human resource (HR) practices in adjustment to longer working lives. We distinguish between information practices, health practices, and person-job fit practices. RESEARCH DESIGN AND METHODS: Data from 1,296 Dutch employers, collected in 2017, are used to study the ways in which employers have adjusted their HR practices. We estimate a structural equation model to identify predictors of implementing adjustment measures. RESULTS: Employers have largely started to adjust their HR practices to make longer working lives more attainable. Especially larger organizations are highly active in using HR practices to enhance the long-term employment perspectives for their employees. Employers who are concerned about the mental fitness of their workforce in relation to longer working lives are especially likely to invest in information and health adjustment practices. Organizations with a high proportion of older workers are mostly focused on providing information. DISCUSSION AND IMPLICATIONS: The HR practices that are implemented by employers to facilitate longer working lives are different from those traditionally associated with an older workforce, implying a fundamental shift in employers' focus. Instead of promoting the exit of older workers and accommodating older workers specifically, employers are now moving toward providing information, promoting healthy habits, and improving long-term person-job fit, also targeting early- and mid-career workers.

Attitudes About Working Beyond Normal Retirement Age: The Role of Mandatory Retirement.

The Dutch government abolished mandatory retirement for national-level civil servants in 2008, but not for employees in other sectors. This study analyzes whether national-level civil servants have different attitudes and plans about working beyond normal retirement age than employees in other sectors. Results show no clear differences between the groups. A national ban on mandatory retirement would presumably not lead to many more older workers continuing to work beyond normal retirement, but would need to be integrated in a much broader policy reform that also addresses employment protection legislation and seniority-based wages.

European Top Managers' Age-Related Workplace Norms and Their Organizations' Recruitment and Retention Practices Regarding Older Workers.

Purpose: Top managers guide organizational strategy and practices, but their role in the employment of older workers is understudied. We study the effects that age-related workplace norms of top managers have on organizations' recruitment and retention practices regarding older workers. We investigate two types of age-related workplace norms, namely age equality norms (whether younger and older workers should be treated equally) and retirement age norms (when older workers are expected to retire) while controlling for organizational and national contexts. Data and methods: Data collected among top managers of 1,088 organizations from six European countries were used for the study. Logistic regression models were run to estimate the effects of age-related workplace norms on four different organizational outcomes: (a) recruiting older workers, (b) encouraging working until normal retirement age, (c) encouraging working beyond normal retirement age, and (d) rehiring retired former employees. Results: Age-related workplace norms of top managers affect their organizations' practices, but in different ways. Age equality norms positively affect practices before the boundary of normal retirement age (Outcomes a and b), whereas retirement age norms positively affect practices after the boundary of normal retirement age (Outcomes c and d). Implications: Changing age-related workplace norms of important actors in organizations may be conducive to better employment opportunities and a higher level of employment participation of older workers. However, care should be taken to target the right types of norms, since targeting different norms may yield different outcomes.

Organizations' Ways of Employing Early Retirees: The Role of Age-Based HR Policies.

PURPOSE OF THE STUDY: We examine whether from an organizational perspective it is possible to distinguish different ways of employing early retirees and explore how the employment of early retirees is related to the application of 4 age-based human resource (HR) policies, namely demotion, offering training opportunities to older workers, offering early retirement, and allowing flexible working hours. DESIGN AND METHODS: We perform a latent class analysis on a sample of 998 Dutch organizations in order to categorize them based on 3 dimensions of their employment of early retirees. We then run a multinomial logistic regression to relate the employment of early retirees to the 4 age-based HR policies. RESULTS: We distinguish 4 types of organizations based on their way of employing early retirees: nonusers (52.6%), users for mainly standard work (20.8%), users for mainly nonstandard work (9.8%), and users for standard and nonstandard work (16.7%). We find that organizations that apply demotion, offer early retirement, and allow flexible working hours are more likely to be users for mainly standard work. Also, organizations that do not offer early retirement are less likely to employ early retirees. IMPLICATIONS: Age-based HR policies, especially demotion, offering early retirement, and allowing flexible working hours, are conducive to the employment of early retirees for mainly standard work. Broader implementation of these policies may provide opportunities for older workers to make a more gradual transition from work to retirement.