Career resilience is critical to the world's aging workforce, aiding older workers in adapting to the ever-evolving nature of work. While ageist stereotypes often depict older workers as less resilient when faced with workplace changes, existing research studies offer conflicting evidence on whether older age hinders or improves career resilience. In response to this conflicting evidence, the present study empl...
Over the recent decades, organizations have had to face a number of major external shocks and crises. Acquiring a better understanding of how human resources are managed under such critical conditions constitutes the main purpose of this study. We conducted a study triangulating different sources (employees, HR managers, and secondary data) and types of data (quantitative and qualitative) to explore how employe...
Ageism is a prevalent form of prejudice, still more socially accepted than other “isms” (e.g., racism or sexism). It can be defined as negative or positive stereotypes, prejudice, or discrimination against others, on the basis of categorizing them as too old or too young. In the workplace, ageism has prejudicial effects for both individuals and organizations. In this chapter we present the main conceptual appro...
Due to the global ageing of the population, organizations need to manage an increasingly older and age-diverse workforce. This chapter contextualizes the importance of age in the workplace, reviews the main theoretical frameworks, and summarizes the most important empirical findings on how older workers differ from younger workers and how human resource practices can be used to effectively manage individuals wh...
Research on supervisory feedback has burgeoned over the past 20 years. We ask, what does it have to offer to management practitioners, and is this knowledge conveyed in a constructive way? To answer these questions, we conducted a systematic literature review of the practical implications contained in feedback studies. Based on our retained articles (N = 120) and using the W-H questions as our guiding framework...
Managing younger workers in organizations requires motivating them to engage in positive attitudes and behaviors and refrain from negative ones. Based on needs and motives theories, work design characteristics can act as motivational factors with younger workers. Exploring which of the work characteristics are necessary, as opposed to sufficient, to achieve desired levels of younger workers’ positive and negati...
The workplace in the 21st century has changed dramatically, as the internet connected the world, the “gig economy” changed work arrangements, globalization expanded the job market and individual work values such as autonomy and freedom became dominant (Rabenu, 2021). Just a few years ago, automation and technology were the heart of the conversation on the modern workplace and seemed to be replacing meaningful h...
This study draws on socioemotional selectivity and person–job fit theories to investigate the emotional bases for age-related differences in daily task crafting and in-role performance. We tested a mediation model in which age is related to positive emotions that in turn predict task crafting and in-role performance. A total of 256 people working in multiple organizations participated in a 5-day diary study. Mu...
Literature on feedback, and particularly feedback quality, has burgeoned over the past quarter century. This is especially relevant for practitioners who are turning to feedback as a remedy and solution to improve performance management. Within this scope, we aimed to uncover how research can best assist practice on feedback and contribute to rigorous, evidence-based management. To this aim we conducted a syste...