Final Report Summary - THRIVING AT 55+ (THRIVING IN THE WORKPLACE - SUPPORTING PEOPLE AT THE AGE OF 55 YEARS AND OVER IN SATISFYING AND PRODUCTIVE WORK)
Occurring in almost all areas of the world, the aging population becomes a key challenge for society and an important social and economic responsibility. Consequently, it has led and will lead to significant changes in the workforce, particularly demonstrated by the rise of employment rates amongst older workers (those aged 55 years and over) across Europe and beyond. Despite the increasing significance of their contributions, older workers are not always utilised or valued as much as they could be in the workplace. The “Thriving at 55+” project addresses the question of how older workers experience their ageing in the workplace and focuses particularly on the features of work and work environment that both older workers and their employers consider important for older workers’ well-being and performance. It investigates in-depth the personal and organisational strategies that are most effective in helping older workers to not just maintain, but also improve their well-being and performance at work and, therefore, ensure better and longer working lives. Furthermore, it provides training and guidance materials that will help in the development of such personal and organisational strategies. The research objectives were met through three studies that followed a mixed-method approach and were implemented simultaneously in two countries (the United Kingdom and Bulgaria) and two industrial sectors (healthcare and information and communication technologies). In study 1 a qualitative data analysis of 47 semi-structured interviews (10 with Human Resource managers and with 37 older workers from 10 employment organisations in both countries and both sectors) is presented. Study 2 is based on quantitative data obtained through an on-line survey from over 1000 older workers in 10 large organisations in both countries and both sectors. Study 3 incorporates multiple sources of data for eight case studies with successful older workers.
The main theoretical contribution of the project is the innovative “Thriving at 55+” conceptual framework (Attachment 1). Whilst it integrates current fragmented theories around work performance and well-being in late career, it also introduces new concepts in this context. Thus, it stimulates the investigation of a range of relationships between constructs that have never been examined before. Most importantly, this framework emphasises the positive approach to ageing in the workplace (namely, Thriving vs Surviving). In summary, the empirical findings suggest that:
✓ Workers in their late career are likely to recognise the occurrence of some age-related changes in their work values, needs, approaches and capacity. These changes, in turn shape workers’ views about the types of work environment and organisational support they want. Generally, the older workers appear to be more aware of their own potential and needs, willing to take a pro-active approach in managing late careers, and desiring opportunities for personal and professional growth than they are traditionally portrayed in the ageing workforce literature.
✓ Overall, both older workers and their employers are likely to view older workers in line of some of the most common age stereotypes (e.g. steady, loyal, concerned to limit the demands of work, and a little hesitant about learning new things) and to focus on the positives rather than negatives. Yet, although on average older workers tend not to feel directly discriminated against by their employers, there are some areas (e.g. recruitment and training & development) in which older workers seem to be particularly disadvantaged.
✓ Most organisations do not see a need to introduce HRM practices for older workers (apart from retirement-related services). However, most organisations make flexible ad-hoc (informal) work arrangements which although not particularly based on age-related concerns, often benefit older workers. There is a need for improved dialogue between organisations and their older workers, which is particularly obvious through the areas of mismatch in HRMs’ and employees’ perceptions about the need and availability of good HRM practices.
✓ Older workers can be thriving or surviving in their organisations. Surviving at work comprises two independent components (coping strategies): meeting job demands (MJD) and protecting the status quo (PSQ). Thriving (i.e. keeping energised, learning and developing at work) is positively related to well-being and performance, while Surviving PSQ is negatively related to both well-being and performance. Surviving MJD is positively related only to well-being. Therefore, practices to reduce Surviving PSQ and increase Thriving in organisations would be likely to increase work performance and well-being. Although keeping things as they are (Surviving MJD) sometimes can have a positive impact on well-being, as long as it is not associated with higher job performance, it is bad news for organisations.
✓ Older workers are likely to report an increased use of personal successful ageing strategies as an aspect of the age-related changes in their work approach. Contrary to previous assumptions, these strategies are often seen as an evolution (based on accumulated experience and knowledge) of workers’ approach rather than a compensation for developmental losses. In addition, the overall use of successful ageing strategies seems to be a predictor for Thriving. Therefore, both older workers and organisations may benefit from allowing the use of these strategies that seem to operate particularly well in conditions of higher job autonomy.
✓ Meeting job demands day to day looks more like a basis for thriving for older workers than an alternative to it, whilst a focus on preserving the status quo is however less conducive to thriving. Thriving of older workers can be facilitated through some job design characteristics (e.g. social support, autonomy, skill variety and task variety).
✓ Some HRM strategies and practices can make a difference to Thriving and indirectly to well-being and performance. Training and Development, Recognition & Respect, and Feedback & Fair performance evaluation seem to be particularly effective. This in combination with the evidence about the successful ageing strategies shows that providing training and development opportunities for older workers could be highly beneficial for both older workers and organisations.
✓ Experiences of older workers as well as the type and insensitivity of organisational practices vary a lot across countries and sectors. At a country level differences concern mostly the experiences of Thriving and Surviving as well as workers’ perceptions of the availability of specific HRM practices and work performance. At a sector level differences appear only in the context of HRM practices. No significant differences were found for well-being.
As described in the project proposal and demonstrated through the project dissemination strategy (Section 2 and Attachment 2), the outcomes of the “Thriving at 55+” research will have a number of direct and indirect academic and non-academic impacts. Most importantly, the project’s findings can be easily transferred to innovative practical interventions, beneficial for both individuals and organisations. For instance, a UK-based consultancy on age diversity management is currently incorporating the project outcomes in its training courses and interventions (http://www.opportunity50plus.com/associations(opens in new window)). From a national and international policy-making perspective, project references were submitted twice with regard to a NIACE consultation (“Workplace policies and approaches to promote and protect the health of older employees”). Furthermore, the project’s networks extend to governmental (e.g. DWP) and 3rd sector organisations (e.g. TAEN) that are directly involved in policy making. These networks will remain related to the Fellow’s host organisation and will support future academic and applied developments. Academically, the project results will be shared through publications, university teaching and will trigger new research (that is already planned).
The main theoretical contribution of the project is the innovative “Thriving at 55+” conceptual framework (Attachment 1). Whilst it integrates current fragmented theories around work performance and well-being in late career, it also introduces new concepts in this context. Thus, it stimulates the investigation of a range of relationships between constructs that have never been examined before. Most importantly, this framework emphasises the positive approach to ageing in the workplace (namely, Thriving vs Surviving). In summary, the empirical findings suggest that:
✓ Workers in their late career are likely to recognise the occurrence of some age-related changes in their work values, needs, approaches and capacity. These changes, in turn shape workers’ views about the types of work environment and organisational support they want. Generally, the older workers appear to be more aware of their own potential and needs, willing to take a pro-active approach in managing late careers, and desiring opportunities for personal and professional growth than they are traditionally portrayed in the ageing workforce literature.
✓ Overall, both older workers and their employers are likely to view older workers in line of some of the most common age stereotypes (e.g. steady, loyal, concerned to limit the demands of work, and a little hesitant about learning new things) and to focus on the positives rather than negatives. Yet, although on average older workers tend not to feel directly discriminated against by their employers, there are some areas (e.g. recruitment and training & development) in which older workers seem to be particularly disadvantaged.
✓ Most organisations do not see a need to introduce HRM practices for older workers (apart from retirement-related services). However, most organisations make flexible ad-hoc (informal) work arrangements which although not particularly based on age-related concerns, often benefit older workers. There is a need for improved dialogue between organisations and their older workers, which is particularly obvious through the areas of mismatch in HRMs’ and employees’ perceptions about the need and availability of good HRM practices.
✓ Older workers can be thriving or surviving in their organisations. Surviving at work comprises two independent components (coping strategies): meeting job demands (MJD) and protecting the status quo (PSQ). Thriving (i.e. keeping energised, learning and developing at work) is positively related to well-being and performance, while Surviving PSQ is negatively related to both well-being and performance. Surviving MJD is positively related only to well-being. Therefore, practices to reduce Surviving PSQ and increase Thriving in organisations would be likely to increase work performance and well-being. Although keeping things as they are (Surviving MJD) sometimes can have a positive impact on well-being, as long as it is not associated with higher job performance, it is bad news for organisations.
✓ Older workers are likely to report an increased use of personal successful ageing strategies as an aspect of the age-related changes in their work approach. Contrary to previous assumptions, these strategies are often seen as an evolution (based on accumulated experience and knowledge) of workers’ approach rather than a compensation for developmental losses. In addition, the overall use of successful ageing strategies seems to be a predictor for Thriving. Therefore, both older workers and organisations may benefit from allowing the use of these strategies that seem to operate particularly well in conditions of higher job autonomy.
✓ Meeting job demands day to day looks more like a basis for thriving for older workers than an alternative to it, whilst a focus on preserving the status quo is however less conducive to thriving. Thriving of older workers can be facilitated through some job design characteristics (e.g. social support, autonomy, skill variety and task variety).
✓ Some HRM strategies and practices can make a difference to Thriving and indirectly to well-being and performance. Training and Development, Recognition & Respect, and Feedback & Fair performance evaluation seem to be particularly effective. This in combination with the evidence about the successful ageing strategies shows that providing training and development opportunities for older workers could be highly beneficial for both older workers and organisations.
✓ Experiences of older workers as well as the type and insensitivity of organisational practices vary a lot across countries and sectors. At a country level differences concern mostly the experiences of Thriving and Surviving as well as workers’ perceptions of the availability of specific HRM practices and work performance. At a sector level differences appear only in the context of HRM practices. No significant differences were found for well-being.
As described in the project proposal and demonstrated through the project dissemination strategy (Section 2 and Attachment 2), the outcomes of the “Thriving at 55+” research will have a number of direct and indirect academic and non-academic impacts. Most importantly, the project’s findings can be easily transferred to innovative practical interventions, beneficial for both individuals and organisations. For instance, a UK-based consultancy on age diversity management is currently incorporating the project outcomes in its training courses and interventions (http://www.opportunity50plus.com/associations(opens in new window)). From a national and international policy-making perspective, project references were submitted twice with regard to a NIACE consultation (“Workplace policies and approaches to promote and protect the health of older employees”). Furthermore, the project’s networks extend to governmental (e.g. DWP) and 3rd sector organisations (e.g. TAEN) that are directly involved in policy making. These networks will remain related to the Fellow’s host organisation and will support future academic and applied developments. Academically, the project results will be shared through publications, university teaching and will trigger new research (that is already planned).
