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Strategic HRM for Older Workers · Study

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ChapterStrategic HRM for Older Workers

Dorien T. A. M. Kooij2014

Chapter2014

Strategic HRM for Older Workers

Dorien T. A. M. Kooij · Karina Van De Voorde

42 citations·0/0 files stored·Springer eBooks

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Retirement, Disability, and Employment Job Satisfaction and Organizational Behavior Human Resource and Talent Management

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References

1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 2017Exchange and Power in Social Life 1965Exchange and Power in Social Life.2001The job demands-resources model of burnout.1960The Norm of Reciprocity: A Preliminary Statement 1998The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings.1990Psychological perspectives on successful aging: The model of selective optimization with compensation

Cited by

2019Train to retain: Training opportunities, positive reciprocity, and expected retirement age 2017The impact of work-related and personal resources on older workers’ fatigue, work enjoyment and retirement intentions over time 2021Inclusive leadership, matured age HRM practices and older worker wellbeing 2020The Proactive Shift in Managing an Older Workforce 2009–2017: A Latent Class Analysis of Organizational Policies 2020Insights into the Sustainable Return to Work of Aging Workers with a Work Disability: An Interpretative Description Study

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Details

Year2014

Typechapter

Published2014-08-13

VenueSpringer eBooks

Languageen

Citations42

Files0 public / 0

ShelfRetirement, Disability, and Employment

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doi10.1007/978-3-319-08007-9_4

openalex_workW1591424142

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2017“Regardless of Age”: Australian University Managers’ Attitudes and Practices Towards Older Academics

2021Organizational Response to Workforce Aging: Tensions in Human Capital Perspectives

2021Matching the Pieces: The Presence of Idiosyncratic Deals and Their Impact on Retirement Preferences Among Older Workers