Description
Work and organizational practices such as work design and training address these issues to sustain healthy and active participation in the workforce in early, middle, and later work life. Aging at work involves many age-related changes in physical, cognitive, and emotional capacities and skills as well as in perceptions and social roles.
These changes affect attitudes, motives, and performance across the lifespan. These practices leverage people’s strengths over their lifespan, preventing loss of human capital and reducing organizational costs, and creating human capital as workers advance through their careers and roles across their lives for workers of all ages.
Despite progress in understanding work design for different ages, HR practices for older workers, and interventions supporting an aging workforce, Europe lacks comprehensive knowledge on supportive work and organizational practices for a multi-age workforce and their translation into interventions. Existing research does not account for the diversity among older workers based on constellations of worker characteristics and job types. Organizations and managers have little guidance on how to enable healthy and productive aging at work.
The Action will address the following questions:
- How can work and training be better designed to ensure fit between organizational and employee needs at different life stages to promote performance and well-being of all age groups?
- What underlying psychological, social, and organizational mechanisms explain the effects of HR management policies on performance and well-being of a multi-age workforce?
- How should HR policies, practices and interventions be personalized to accommodate individual differences among aging workers, and what is the participatory role of workers as potential cocreators of HR practices and their implementation?
View other WGs
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