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The capability of organizations to manage delayed retirement

The capability of organizations to manage delayed retirement This work was undertaken in order to develop a conceptual model for identification of the capability of an organization to implement age management measures.Design/methodology/approachBarriers to delayed retirement were reviewed; observations retrieved from a research consortium study were used to identify main attributes that needed to be taken into consideration in the development of the model.FindingsThe capability of organizations to react to the demographic challenge by introduction of age management measures can be classified operatively as “proactive”, “reactive”, “passive” or “chained”, depending on their resources and preferences.Practical implicationsThe model may be useful to HR as a point of departure in the development of a business case for age management and a didactic tool to be used in internal marketing.Originality/valueThe concept “organizational capability” was developed as a corollary to the individual aspects of capability; recognizing preference and resource as main drivers made it possible to develop a typology that is new and is easy to understand and apply. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

The capability of organizations to manage delayed retirement

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2051-6614
DOI
10.1108/joepp-06-2019-0047
Publisher site
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Abstract

This work was undertaken in order to develop a conceptual model for identification of the capability of an organization to implement age management measures.Design/methodology/approachBarriers to delayed retirement were reviewed; observations retrieved from a research consortium study were used to identify main attributes that needed to be taken into consideration in the development of the model.FindingsThe capability of organizations to react to the demographic challenge by introduction of age management measures can be classified operatively as “proactive”, “reactive”, “passive” or “chained”, depending on their resources and preferences.Practical implicationsThe model may be useful to HR as a point of departure in the development of a business case for age management and a didactic tool to be used in internal marketing.Originality/valueThe concept “organizational capability” was developed as a corollary to the individual aspects of capability; recognizing preference and resource as main drivers made it possible to develop a typology that is new and is easy to understand and apply.

Journal

Journal of Organizational Effectiveness: People and Performance – Emerald Publishing

Published: Mar 31, 2020

Keywords: Typology; HR strategy; Organizational capability; Age management

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